Growth is hard enough. Technology should be working for you.
Advising executive teams across manufacturing, logistics, healthcare, B2B services, and more.
Technology Strategy & Advisor for Business Leaders
Technology Strategy & Advisor for Business Leaders
I work with leadership teams to design the technology foundations their business needs for its next stage of growth. I've built and led technology functions inside organizations for more than 15 years, which means every strategy I build is one we can confidently execute.
Does this sound familiar?
“Our teams are busy and overwhelmed, but we’re not making progress.”
Most companies are busy with technology, but not seeing enough value.
Most companies are busy with technology, but not seeing enough value.
Most organizations respond to these problems the same way: add another tool, launch another initiative, bring in another vendor. A new CRM. A data platform. An AI pilot. But the root cause usually isn’t a missing tool. It’s that technology decisions get made to solve immediate problems, without anyone asking what the business needs to be capable of first.
Technology Operating Leverage
Technology should make a business easier to grow, allowing you to scale revenue, margins, and operations without adding proportional cost and complexity. Most organizations aren’t there yet.
I use a model I’ve built called Technology Operating Leverage to help leadership teams see exactly where they stand. It describes four stages, each representing how an organization thinks about and uses technology. Most companies are somewhere in the middle, feeling a gap between where they are and where they know they need to be.
Four ways leadership teams approach technology
Technology solves immediate problems. IT is a cost center. Systems evolve accidentally, not intentionally.
“We’re always putting out fires.”
Progress must be made incrementally. Getting there requires foundational capabilities that take time and discipline to build. But the right guide, one who knows the terrain and has made the climb before, can help you move faster without losing ground.
For more than 15 years, I’ve worked directly with executive teams on technology strategy and execution.
I co-founded Michigan Software Labs, where technology advisory has been my area of practice.
I’ve seen the pattern enough times: capable teams invest money and effort into technology, but don’t see enough forward progress. This gap is structural. Closing it requires someone who can think across business strategy, technology architecture, and organizational capability at the same time.