More about me

To me, technology is an extension of our own abilities — whether that's a pencil, a piece of heavy equipment, AI, or an advanced weapons system. Adopting it is really an expression of how much you care about the work: someone with genuine enthusiasm for their craft is always studying the process, looking for where it can be smarter, faster, or simpler. In a growing business, that instinct is everything — it's what lets a small team do the work of a much larger one. But I don't believe new tools automatically create ROI; the results are a side-effect of using technology to extend what a person or team is already trying to do. The more enthusiasm people bring to a field, the faster its tools tend to evolve.

Training. Most people treat it as a box to check; I obsess over it because it's where a task turns into a craft. Good training isn't just teaching someone the steps — it's building their understanding of the role, the expectations, and the focus until the work becomes muscle memory and the incentives are aligned. A team member's first rep at a task is the exact point where the human side meets the mechanical side. Get it right and it compounds: a small, well-trained, dedicated team can move mountains.

Founder stories put you back in the moment a decision was actually made — what they knew at the time, the alternatives on the table, the messy ecosystem they were working inside. A degree teaches you the case study instead: clean results, tidy second- and third-order effects, and a lot of credit handed to whoever happened to make the right call. But real business is muddy. What I get lost in is the intricacy — different industries, different life seasons, the founder who doubled down when everyone told them to walk away. That kind of in-the-moment judgment, with all the players on the board at once, is what textbooks tend to lose over time.

I watch how leadership treats everyone else — not just their managers, but the frontline people who actually face the customer. That one dynamic tells me almost everything: how decisions really get made, what pace and risk the business is comfortable with, and whether anyone truly owns the customer's experience. The numbers tell you what happened and what could happen. The room can tell you why, and whether it will happen again.