Twenty years spent where technology, security, and regulation meet.

My career began in banking technology, at a time when core banking modernization was still a genuinely difficult engineering problem, not a vendor checkbox. That early grounding shaped how I still think about every technology decision: does it hold up in production, under regulatory scrutiny, at scale — not just in a pitch deck.

Over two decades, I moved from infrastructure and cloud leadership into enterprise information security, then into digital lending and fintech transformation — building platforms that had to move at fintech speed while meeting bank-grade compliance. Each transition added a lens the previous role didn't have.

Today, as Head of IT and CISO, I sit at the intersection where most transformation programs actually fail — not in strategy, but in the handoff between ambition and governance. That is the vantage point I bring into every advisory engagement: not theory, but the daily discipline of running technology and security as one accountable function.

I started advising boards and CXOs outside my own organization because the same questions kept surfacing — how to build a security program regulators trust, how to sequence a cloud migration without disrupting the business, how to bring AI in without losing control of it. This practice exists to answer those questions directly, without the overhead of a large firm between us.