Disciplined oversight.
Responsible innovation.
I’m a global technology and risk executive and experienced board director, bringing governance leadership to cybersecurity, AI, and enterprise risk so organizations can innovate with confidence.
As a global technology and risk executive and experienced board director, I focus on how organizations govern disruption, resilience, and trust in a technology-dependent environment. My work centers on helping leadership teams and boards strengthen oversight across cybersecurity, AI, and enterprise risk so innovation is matched by accountability and operational readiness.
Core Expertise
Delivering governance and operational resilience at scale.
Enterprise Cyber & AI Governance
Help boards govern cyber and AI as enterprise risk, with the same discipline applied to financial oversight. Brings practical fluency in regulatory expectations, board-level reporting, and the questions directors should be asking so the organization can adopt emerging technology with confidence and credibility.
Technology Modernization
Bring an operator's perspective on modernization as fragility reduction, not just cost or efficiency. Helps boards distinguish refresh from resilience, ask the right questions about recovery capability, and ensure technology investment strengthens continuity, security posture, and the organization's ability to adapt.
Board Governance & Fiduciary Oversight
Strengthen how boards govern in moments that matter, including CEO transitions, post-merger integration, regulatory pressure, and accelerated growth. Brings discipline to charters, reporting, and committee structure so oversight stays strategic, defensible, and aligned with the pace of change facing the enterprise.
Strategic Insights
Perspectives on governance, risk, and technology leadership.
Boards Should Ask this First
For years, the cybersecurity question at the board level, and often at the management level, was simply: are we secure? I've come to believe that's the wrong question to lead with. At minimum, it's an incomplete one.
READ ARTICLE →Tech Risk is Business Risk
Twenty years ago, technology supported the business. Today, technology drives the business. This distinction matters for how boards govern.
READ ARTICLE →The Financial Risk Double Standard
Boards wouldn’t accept an unreviewed balance sheet. We wouldn’t tolerate undefined ownership of financial risk, or a review cadence that treats it as an annual event, regardless of what is happening in the business. Yet this standard is still common in technology governance.
READ ARTICLE →