The unconventional path
"My career has had one consistent thread."
Every role I've had has had the same shape — walk into something broken or manual, figure out what's actually wrong, and build something that gives the right people the information they need to act. I've done that inside large, complex federal organizations where the stakes are real — which means I know how to move through ambiguity, work across teams, and ship things that actually get used.
My background is unusual for someone in this space: Psychology and Entrepreneurship at Tufts, then self-taught in data engineering, SQL, and AI. Most people come from pure engineering or pure strategy. I come from a different angle — I've always been more interested in how people actually think and make decisions than in the technology itself.
That background shows up in everything I build. When I designed the procurement lookup tool, I wasn't thinking about the data model first — I was thinking about a non-technical team member under pressure who needs one answer, fast. When I present to leadership, I'm not reciting metrics — I'm translating complexity into the specific framing that drives a decision. And when I'm working across engineering, logistics, and executive teams at the same time, I'm not just coordinating — I'm reading each group, adapting how I communicate, and pushing the work forward across people who often want very different things.
That combination — systems thinking, technical building, and human-centered design — is what I bring to every problem. It's why the tools I build actually get used.
I led a 20-person student marketing agency at Tufts. I TA'd an entrepreneurship and startup design course. I've advised a nonprofit on AI strategy. I've rebuilt federal data infrastructure from scratch with no team and no playbook. The common thread is ownership — I walk in, I see the whole system, and I make it better.