Technology leadership through the moments that make or break a deal.
Seven distinct M&A, divestiture, and IPO transactions across a career — not read about, but lived through from the systems side each time. That's a different skill than steady-state IT leadership: system separation during a corporate spinoff, IT integration for a newly acquired plant, and the systems-side work behind taking a company public all move on a deal timeline, not a normal project timeline.
Untangling shared systems, data, and infrastructure when a business unit separates from its parent — without breaking either side's operations mid-transition.
Bringing a newly acquired facility's systems, network, and IT/OT posture up to a consistent standard — fast enough to matter, careful enough not to disrupt production.
The unglamorous but critical systems-side work behind taking a company public — the kind of work that has to be right the first time, on a fixed external timeline.
Most technology leaders have never actually been through one of these transitions from the inside. The risk in a deal isn't usually the strategy — it's the execution gap between signing and integration, where systems, data, and people all have to move at once. Having done this seven times means knowing where that gap actually shows up, before it becomes a problem.