I build workforce intelligence systems that surface what's happening with people before it becomes a crisis. The distance between a thriving employee and a struggling one is almost always visible.
I grew up in a house built on service. Both of my parents served. I watched one retire after 30 years in the military. I watched the other spend years trying to find footing in a world that had moved on without him. Same person. Same commitment. Different outcome.
That contrast is why I work in people analytics. I believe the distance between a thriving employee and a struggling one is almost always visible in the data before it becomes a crisis. Most organizations react with mitigation. I build for intervention. There is a difference.
By design, I’ve spent my career moving across industries—tax revenue gaps, campaign lift, fueling behaviors, shipping routes, and human capital systems. On the surface, they share nothing. Underneath, they tell the same story: behavior is predictable, and data is the translator.
Off the clock, I am most at home with family, good friends, a raised glass, and an ever-growing toolset.
Most exit interviews aren't broken. They're ignored. The feedback vanishes into a spreadsheet — or worse, a PDF that gets archived and never reopened.
In 2011, my father passed away in a farming accident. What happened next taught me more about leadership than any training program I've seen.
Most tools that measure job satisfaction ask one big question: are you happy at work? That's not enough. We built something that goes deeper.
If you're building something where people are the performance, let's connect.