Fractional, focused engagements built around the same discipline used to run global manufacturing IT organizations.
Part-time, executive-level technology leadership for organizations that need the capability without a full-time hire. This covers technology strategy and roadmapping, budget and vendor governance, board- and leadership-level communication, facilitating cyber tabletop exercises with your leadership team, and building out or coaching an existing IT team. The goal is a real seat at the leadership table — not an outsourced help desk relationship. That includes telling you plainly where my background doesn't line up with what you need, not just where it does.
Learn more →OT-specific security programs, built from the ground up: network segmentation between plant floor and office environments, systematic vulnerability management, secure remote-access frameworks for vendors and support staff, incident-response playbooks, and the governance controls auditors actually want to see. This is a specialist discipline distinct from general IT security — plant-floor systems have different failure modes, different uptime requirements, and different risk tolerances than a corporate network.
Learn more →Architecture for the plant floor — designing the network, systems, and standards that let manufacturing execution, control systems, and enterprise IT actually talk to each other. This includes plant and micro data center design, industrial switching within a segmented OT network, applying the ISA-95 reference model to bring order to fragmented plant systems, and standardizing shop-floor infrastructure across multiple sites.
Learn more →This isn't a new interest — I published peer-reviewed research on neural networks and expert systems for quality inspection in the early 1990s, decades before AI in manufacturing was a mainstream conversation. That same lens now applies to AI-driven production scheduling, computer-vision-based quality inspection, and the data infrastructure that makes any of it possible. It also includes the governance side: AI acceptable-use policy, human-in-the-loop guardrails, and risk ownership — especially important anywhere AI touches safety-critical or compliance-critical decisions.
Learn more →Technology leadership through the moments that make or break a deal: system separation during a corporate spinoff, IT integration for acquired plants, and the systems-side work behind an IPO. Built on direct, repeated experience — seven distinct M&A, divestiture, and IPO transactions, not read about but lived through from the systems side each time.
Learn more →Greenfield technology standup for a new facility — built on experience running this in both directions: standing up a company's first offshore regional plant-launch function, and later leading reshoring-driven plant technology integration. Whichever direction your operation is headed, the technology playbook for launching it right is the same discipline.
Learn more →Most fractional engagements start with a 90-day listening tour before anything happens. That's not how this works. Business can't wait.
Problems obvious enough to fix don't need a formal discovery phase first. Early, visible wins start in week one, not month three.
Deeper diagnostic work and relationship-building happen alongside the early wins, not as a prerequisite to them.
The larger technology plan gets built from what's learned along the way, not handed over as a single report after months of study.
This is a fractional leadership practice, not a delivery team. The role is providing the strategy, architecture, and hands-on direction personally — partnering with your own staff and trusted implementation partners for execution. That's what makes it fractional: senior-level thinking without the overhead of a department.
Engagements are typically structured as an ongoing advisory retainer or a defined project scope, depending on what you need. Rate and structure are discussed directly — every engagement is different.
That's a completely normal place to start. Let's talk through what's actually going on and figure it out together.
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