About

For most of my career, I've operated at the intersection of business and technology—specifically, teaching data science and AI to business school students, and teaching business to data science students.

This intersection is where I live professionally. At Vanderbilt University, I hold a dual appointment: I'm an Associate Professor of the Practice of Finance and Data Science at the Owen Graduate School of Management, where I teach MBAs and executives how to think strategically about data and AI. I'm also the Director of Graduate Studies for the M.S. in Data Science at the Data Science Institute (now part of the new College of Connected Computing), where I teach data science students how to connect their technical work to business value.

This dual role isn't accidental—it reflects exactly how I work as a consultant. The gap I bridge isn't technical, it's conceptual. AI consultants who come from computer science struggle to speak the language of business strategy. Business consultants understand strategy but don't deeply understand AI's capabilities and limitations. I do both, because I live in both worlds every day.

This combination is unusual. It means I can talk credibly with your C-suite about strategy and organizational design, while also understanding what AI can and cannot actually do. I won't oversell AI's capabilities or underestimate the organizational change required to adopt it effectively.

Everything on this site—from content to code to images—was created using the AI augmentation approach I teach clients. And I built it in about a week of part-time work, squeezing it in around my full-time professor role and four school-age kids. Focused effort? This could have been done in a day.

In the past, I would have hired a freelance web designer, provided all the content, and iterated back and forth. Best case: several weeks. More likely: months.

This isn't about replacing human expertise—it's about amplifying it. The strategy, judgment, and domain knowledge are mine. AI helps me work faster, iterate more, and focus on what matters.

That's exactly what I help organizations do: figure out where AI augmentation creates genuine value, not just automates work.

AI is creating fundamental changes in how work gets done. The companies that thrive won't be the ones with the best AI tools—they'll be the ones who figure out how to share productivity gains fairly, harness cross-functional capability productively, and build cultures where innovation and governance coexist.

That's organizational strategy work, not technology work. And that's what I do.