IT operations and shared services, mostly in the middle of integrations.
I lead the shared services IT function for a multi-brand industrial distribution group: service management, identity and endpoints, vendor and spend, and the document platform behind our ERP. A merger and three acquisitions have shaped most of how I think about the work.
What actually has to happen when two companies become one. Day 1 readiness, directory and Group Policy reconciliation, service management consolidation, and the judgment calls that do not appear in a project plan.
Every job description asks for a function that scales without hiring, and almost none of them explain how. Finding the work that should not exist, automating the lifecycle first, and what the approach costs when it is pushed too far.
Resolution and elimination look identical on a dashboard. Separating root cause from the conditions that allowed it, writing corrective actions that survive contact with next week, and the one number almost nobody tracks.
Paste the notes you actually took during an incident and get back a structured post incident review: impact, timeline, root cause separated from contributing factors, and corrective actions with owners. Built because the writing was always the bottleneck, not the analysis.
A free public tool that surfaces school performance data across 31 states and 33,899 campuses, disaggregated by student group. Built so that Black families can see how schools actually serve their children and act on application deadlines.