Executive background

Technology Advisor for Organizations Where Decisions Carry Consequences

Why Executives Work With Me

I make decisions in environments where failure carries legal, financial, and operational consequences.

Many advisors come from consulting backgrounds. They recommend strategies, design frameworks, and facilitate workshops.

I do that work. I also take responsibility when systems fail, when breaches occur, when budgets face scrutiny, and when decisions face questioning under oath.

That experience defines how I advise.

I Have Owned Decisions in High-Accountability Environments

I have owned executive decisions in high-accountability environments.

I served as Deputy CIO and Chief Information Security Officer for a statewide public safety agency supporting more than 5,300 employees, operating a $68M budget, and responsible for more than $1B in annual activity.

I made technology decisions under legislative oversight, public accountability, and continuous regulatory audit.

I chaired the Governor's Board for IT Modernization. I led one of the largest government Agile transformations in a unionized environment. I shut down a legacy mainframe and delivered $10M in savings over five years while maintaining uninterrupted, mission-critical operations.

If you operate under board scrutiny, regulatory pressure, or operational constraint, I have made decisions in those conditions.

I Know How Vendor Ecosystems Actually Operate

I understand how vendor ecosystems actually operate because I worked inside them.

I spent years at AWS and IBM carrying quota, managing enterprise portfolios, and closing large-scale transformation deals.

At AWS, I managed a $70M+ monthly enterprise portfolio and secured individual multi-year agreements exceeding $250M.

At GFT Technologies, I led global AWS sales strategy across more than 20 countries, delivered $174M in revenue with 48% year-over-year growth, and directed more than 200 cloud transformation programs.

I know what vendors prioritize. I know where their solutions fit and where they do not. I understand enterprise buying because I have sat on both sides of the table.

When I advise on cloud, AI, or modernization strategy, I speak from direct operating experience.

I Understand Risk, Failure, and Exposure at the Operational Level

Before leading enterprise transformation, I investigated failure.

I founded and led one of the first government white collar cybercrime and digital forensics teams in the United States. I directed complex investigations across financial services, healthcare, and insurance. I executed search warrants, delivered expert testimony, and led incident response when systems were compromised.

I became one of the first female white-collar computer forensics investigators in the country.

I understand how technology is exploited, how controls collapse, and how small decisions create significant exposure. That perspective informs every governance model, security decision, and risk assessment I deliver.

I Have Driven Revenue, Growth, and Commercial Accountability

I have driven revenue, not just strategy.

I built and led global sales organizations. I carried a quota. I closed enterprise deals ranging from $1M to $80M and beyond.

At IBM, I delivered 28 percent year-over-year revenue growth and co-authored the NASPO Master Agreement for public cloud procurement.

At GFT, I built regional go-to-market teams and secured multiple AWS Partner of the Year awards.

I align the transformation strategy to business outcomes because I have owned both delivery and results.

What This Means for You

When you work with me, you are not hiring someone who studied your industry.

You are working with someone who has:

• Driven revenue outcomes tied directly to transformation delivery

• Taken responsibility when systems failed

• Operated inside AWS and IBM vendor ecosystems

• Held executive accountability in regulated environments

• Investigated how data, security, and governance fraud, waste, and abuse

• Driven revenue outcomes tied directly to transformation delivery

I do not optimize for what sounds good in a presentation.
I optimize for decisions that hold up under scrutiny.