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.
Job descriptions say you will inherit existing teams as though it were a starting condition rather than the hardest part of the first year. What to ask, what to promise, what not to promise, and how to decide who stays.
Distance does not create problems so much as expose them. Availability as a design decision, handoffs as where the service actually lives, and the part that is genuinely harder at a distance.
A post incident review builder that enforces the parts people skip. It pulls a timeline out of your raw notes, keeps root cause separate from the conditions that allowed it, and refuses to let a corrective action through without an owner, a date, and language specific enough to verify six weeks later.
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.