PeopleProductive invented the world's first Talent Operating System, Talent-OS, so that companies can move faster, innovate more, and win by unlocking the full potential of their workforce. See the About section above for a detailed explanation about our solution and services. Here is a little bit about the journey that led me here.Growing up I had a passionate interest in living things, especially social organisms like ants and bees that live in complex colonies where they dedicate themselves to cooperative interaction. Their societies rely on prosocial behaviors, which support group outcomes, and collective success. This led me to get a Bachelor of Science degree in Biology where my interest and fascination with living things advanced further. Despite the biology degree, my first job out of college was an entry level programmer trainee. I grew to love the IT industry because I had an aptitude for it, and early on I was asked to fix broken/underperforming organizations. From there, I matured into a turnaround transformation specialist, and spent over 20 years doing turnarounds, mostly as a CIO. Because I had a keen interest in social organisms, I quickly realized that the root cause of organizational failure had nothing to do with technology, and everything to do with people and culture. Specifically, the spirits of the people were broken because the emotional experience was toxic. This then gave rise to unproductive behaviors and weak collaboration. My innate curiosity in cooperative behavior led me to intensely research the human factors that unlock the full talent potential of any organization. I applied what I learned on the job to create high performing IT divisions. This experience led me to found PeopleProductive and bring the first talent operating system to market. Eventually, every company will need Talent-OS to manage, monitor, and improve the performance of their “human infrastructure”.

Joined ShelterPoint Life's Board of Directors in March 2017 as the Cybersecurity representative. Responsibilities include oversight of the firm's security program designed to comply with all aspects of New York State Cybersecurity Regulation 500, and ongoing oversight of the firm's cybersecurity risk management practices to ensure that the confidentiality, availability and integrity of the firms information resources and infrastructure are protected. This Board role ended when the Board was dissolved following the firm's acquisition by Protective Life in November 2024.

The IT Excellence Institute was a research and consulting firm dedicated to understanding the human factors that power high performing cultures. The founder of the Institute released a book with Wiley Publishing, Transforming IT Culture, in 2013, published many articles, and spent time on the speaking circuit to raise awareness of the power and importance of culture to organizational success. The company also provided traditional IT consulting services including organizational design, cultural transformation, IT security assessment, IT governance design, as well as seminars and training for clients. The foundational research and experience gained at the IT Excellence Institute lead to the founding of PeopleProductive.

Promoted to Enterprise CIO to drive an IT turnaround transformation across five business lines. Reorganized decentralized technology organizations into a Federated IT division supported by shared services. Accomplished the following:• Drove a multi-year transformation using a Stabilize, Optimize, Transform, strategy, such that IT became a trusted partner with consistent delivery and execution, business aligned planning and strong governance.• Oversaw a multi-year security initiative to protect the confidentiality, integrity and availability of the firm’s applications and infrastructure. Workstreams included maintaining tight controls over identity and access management; managing patching, vulnerabilities, and configuration management; implementing logging, alerting, and monitoring; managing 3rd party security; and building a risk aware culture to address the largest risk – the people. • Built IT into a high performing culture with 99.99% reliability across operations and systems and 94% of business projects on-time and on-budget for the last three years. • Built an IT Governance model using committees and boards that defined charters, chairs, and membership, covering Information Security, Expense Governance, Operational Risk Management, Technology Acquisition, Portfolio Planning and Demand Management, IT Strategy, Project Governance, Vendor and Contract Management, Asset Management, Capacity Management, Service Management and Operational Performance. Each committee was cross-functional and collaborative.• Decreased turnover from 13.5% in 2006, to 4% in 2007, and voluntary turnover remained at less than 2% thereafter.

Hired as the CIO of Guardian's Group Insurance division. This was a $3.5 billion dollar line of business that provided benefits to over 10,000 companies. Built a deeply collaborative organization that delivered on its commitments, operating as a partner instead of an arms length service provider.

The Harry Fox Agency experienced the complete failure of a multi-year transformation that was designed to replace its business systems infrastructure with an Internet-based Licensing and Royalty Processing portal. In July 2003, was hired to lead the turn around. Immediately led a top-down analysis and obtained buy-in for a revised strategy that included tight vendor management, software engineering practices, a Program Management Office, and a new organizational model. Within six months, delivered an 18 million dollar settlement with our Professional Services provider and obtained Board approval to start over. Next, rolled out a customer collaboration model, leveraged that to create a client-driven Business/Technology strategy, established a software house discipline, and upgraded the staff. Over 22 months delivered three major product and service releases, created an Agency Portal, new operating infrastructure and 12 Solutions. This position reported to the CEO/ Board of Directors. Transformation accomplished.