About

Twenty years at the intersection of technology, operations, and financial management — seven of them as a controller at a data center engineering firm. All of them spent building, fixing, and leading technology for companies that make and move things.

What this means in practice: most of the chairs in a mid-market company, I’ve sat in them. A technology decision ripples through accounting, operations, sales, and manufacturing — and I’ve been on the receiving end of those ripples. Stalled ERP migrations, untested disaster recovery plans, critical systems running on one person’s institutional memory — these are the situations I walk into, and I’ve brought them back to a workable state.

Not every problem is a technology problem. My orientation is operational — I happen to be fluent in technology, and in accounting, process design, vendor management, and the particular kind of patience required to sit with incomplete information until the real picture comes into focus.

Based in Minneapolis. Most of my work is with companies across the upper Midwest, though geography matters less than it used to.

The people I work with tend to say the same things: that I’m pragmatic, that I don’t hide behind jargon, and that I have a useful habit of naming what everyone in the room already knows but hasn’t said out loud yet.

There’s also writing here about technology leadership, operational design, and the gap between how systems are supposed to work and how they actually work.