I build the systems that run the business—so it can run without me.

Twenty-six years in one company is either loyalty or inertia, depending on who's asking. Mine was the first: I joined as a technical instructor in 2000, and by the end I was running the global customer education organization—a $3.8M business at 55% operating margins, 14,000+ learners a year, in 8 languages.

The decision was made for me. A reorganization after an acquisition consolidated my role to the Natick, Massachusetts home office. I had been running the global organization out of Weston, Florida—and when the position moved to headquarters, that was that.

What made it survivable was that I'd already finished what I came to do: the LMS shipped, the Academic Provider program launched, the team ran without me in the room. Twenty-six years is a long time to do one thing well. The reorg picked the date; I picked what came next—and what came next was building an operation of my own from zero.

I'm not leaving it—I've engineered myself out of it. I no longer run any portion of day-to-day operations: every duty I held has been taken over by the teams and the systems I built, tested, and ran over the last two years.

That was always the design. A business that needs its founder in the room isn't a system, it's a job. PCH now runs on 85 SOPs, 77 operating systems and 35 managed properties, executed by a team that doesn't need me standing over them.

Which leaves me free to take on work that compounds at a scale one operator can't reach alone—a role that needs someone who has already run a $3.8M P&L and a 14,000-learner-a-year program.

It was a fixed-term contract and the term ran out. I delivered 14 days ahead of the deadline, and there have been zero post-handoff support calls since the May 2026 hand-off.

The work was AI computer-vision inspection in C# for IV manufacturing quality: training models to measure and classify Y-tube and hose welds, building the operator interfaces, then teaching the technicians to spot model gaps and train the models on new datasets. The contract ended. What I left behind didn't.

Because I've now done both halves. Running a business teaches you exactly where the money comes from and how thin a 55% margin feels in a bad quarter. What I want next is to build something impactful that can scale on a global stage.

PCH proved I can build from zero and make it run without me. What it can't hand me is reach: distribution, capital, a customer base already in place. Put the same operating discipline inside an organization that has them, and the work compounds in a way one operator never can alone.

Four roles, four continents, and about six jobs' worth of reinvention. I started on the support desk in 1998, went into the classroom as a technical instructor in 2000, took over training for the Americas in 2006, and ran the global customer training organization from 2016: hiring and coaching managers and instructors, owning the P&L, launching Cognex's first customer-facing LMS in 8 languages.

Same building. Different company, honestly.

I wrote the SOPs and I wrote the software. 85 SOPs with video walkthroughs and 77 operating systems across a 35-property operation—I built those, then trained people to run them.

On the technical side, I shipped AI computer-vision inspection software in C# for a medical-device manufacturer, and I self-host the lab it all runs on: Docker, ZFS, GPU passthrough, private model serving behind my own SSO. I'm not a manager who admires systems from a distance.

I don't have to—the invoice does. I run 27B-class models on my own GPUs with no cloud bill, behind self-hosted SSO. I put AI into guest communications, maintenance workflows and property onboarding, and shipped a computer-vision system onto a regulated IV manufacturing line.

The lesson was never that AI is magic. It's that it's worth nothing until it's documented, governed, and owned by someone accountable for it.

I care about how the work gets done—which isn't the same as caring who gets the credit. I'll ask why something is built the way it is, because I'd rather understand a decision than inherit a habit, and that question has a way of turning up things worth fixing.

The one thing I don't do is coast. If I'm in, I'm all the way in: I learn the business, find the friction, and build what takes it off people's plates. If a team would rather keep things exactly as they are, that's a fair choice—it just isn't the work I'm looking for.

What you get is someone who treats your problems like my own. I'm invested in the outcome, not just the role.