My background is concentrated in mid-size organizations across healthcare, nonprofit, and regulated industries — the kind of environments where IT has to deliver service quality and compliance discipline at the same time, on a budget that rewards judgment over flash. The work itself — operational rigor, vendor accountability, and judgment under budget constraints — transfers cleanly to any industry where IT is expected to deliver real value.
My most recent full-time role was Director of Information Technology at Jewish Family & Children's Service of Greater Boston, where I led infrastructure modernization, a 28-location WAN rebuild, a cloud migration, and the rollout of Desktop as a Service across the agency. Before that I held Manager of IT and System & Network Administrator roles at the same organization — meaning I came up through the work before I led it.
After leaving JFCS in 2016, I founded CLC Consulting Solutions and consulted independently with small and mid-size organizations on IT strategy, operations, and infrastructure planning. During this period I also served on the board of SIM Boston (Society for Information Management), where I co-chaired the Members in Transition program — supporting senior technology leaders through career changes. SIM Boston is a community of 450 senior IT leaders across Greater Boston and Rhode Island, and the work taught me as much about how senior IT careers really move as it did about helping others.
Over the past 18 months, my focus has been AI — not as a buzzword, but as a working discipline. I'm completing IBM's AI Engineering Professional program, have earned Google's AI Essentials Professional Certificate, and have spent serious time studying where AI is actually earning its keep inside mid-size organizations (and where the technology promises more than it delivers). The pattern that keeps emerging: AI projects don't fail because the technology is wrong. They fail because the operations underneath them aren't ready. That's the lens I bring to the work.
Most engagements begin with a short scoping conversation, a written assessment of where the work would land and what it would cost, and a clear definition of what "done" looks like. No tiered project teams, no junior associates rotating onto the account, no markup on subcontracted work.
The result is a faster path from problem to outcome, and a client relationship that stays direct and accountable throughout.