Board Experience

Governance for the technology-led enterprise.

Independent director experience across public and private companies, with committee service in Nominating & Governance and Compensation. Currently open to additional board seats.

Current and Past Directorships

Kynetec
Independent Board Director
2023 — 2025
Private equity-owned · Global agricultural intelligence and market research

Served as an independent director during a period of significant technology investment, data platform modernization, and growth. Contributed governance perspective on enterprise systems strategy, cybersecurity posture, and AI-enabled product opportunities.

Quotient
Independent Board Director
2022 — 2023
Digital media and promotions technology

Independent director with committee service on Nominating & Governance and Compensation. Contributed to governance, transformation oversight, and executive compensation decisions.

Committee Service
  • Nominating & Governance Committee
  • Compensation Committee

Governance philosophy

The most effective independent directors bring both perspective and pattern recognition. They ask questions that management teams find uncomfortable but generative, and they arrive prepared enough to make those questions specific.

I approach board work with three commitments. First, deep preparation — reading the board materials carefully, tracking management's guidance across quarters, and coming to meetings with specific questions rather than general observations. Second, candor with respect — the point of being an independent director is to say the things that inside directors and executives struggle to say. That has to be done with care, but it has to be done. Third, direct engagement with management between meetings — not as a shadow operator, but as a resource on the specific areas where my experience creates real leverage.

Where I add most value

  • Technology, data, and AI strategy — evaluating whether the company's technology investment thesis is real, well-scoped, and matched to the operating team's capability.
  • Cybersecurity and enterprise risk — providing informed challenge on the security program, breach response readiness, and the increasing overlap between cyber and enterprise risk.
  • M&A integration and carve-outs — pattern-matched from leading the McAfee/FireEye TSA exit and 24 integrations at Nielsen, this is often where value is made or lost.
  • Transformation execution — reading the difference between real transformation and executive theater; asking the questions that reveal which one is actually underway.
  • Talent and organization — assessing whether the operating model is set up for the strategy, particularly for technology and transformation leadership.

Sectors of particular interest

I'm particularly interested in board opportunities with companies in:

  • Business and professional services
  • Enterprise software and cybersecurity
  • Information services and data platforms
  • PE-backed portfolio companies scaling toward exit
  • Public companies navigating AI, digital, or cybersecurity transitions

Availability

I'm currently able to take on additional independent director roles in 2026, with capacity for one to two seats depending on committee load and meeting cadence.

For inquiries, please get in touch directly.