AI and Faith is a nonprofit organization that brings the wisdom of the world’s great religions to the discussion around the moral and ethical challenges of artificial intelligence. It was founded in 2018 and is based in Seattle, WA¹. Its mission is to equip and encourage people of faith to bring time-tested, faith-based values and wisdom to the ethical AI conversation. It focuses on key areas such as human dignity, societal justice, meaningful community, beneficial and safe AI, equality of access, stewardship of work, and preservation of civil liberties. We seek to fulfill our mission in ways big and small, by- Fostering engagement among the AI&Faith community and networks- Building strong partnerships and collaborations with other organizations that share similar goals and values- Developing educational and outreach programs that raise awareness and foster dialogue among faith leaders, AI experts, and the public- Creating and disseminating resources and tools that help people of faith apply their ethical principles to AI-related issues- Advocating for policies and regulations that promote human dignity, justice, and wellbeing in the design and use of AI- Encouraging and supporting innovation and creativity in the use of AI for social good(description generated by Bing Co-pilot ;-).

Strategic advisor and go-to-market partner

Key focus areas include:1. Provide leadership, direction, connections, and knowledge to drive growth across church, school and financial services sectors2. Provide advisory services, especially around church-tech, ed-tech and their ecosystems3. Increase exposure at various events, conferences, or meetings

Serving a global ministry that occupies a unique space in theChristian sphere: the online mission field. My heart is to influence GlobalMedia Outreach’s strategic decisions as the ministry moves forward boldly in digitalevangelism and discipleship.● Speaks into the organization’s overall technology strategy and how it alignswith overall goals.● Advises on emerging technologies, trends, and risk management.Page 2 of 4● Members are selected based on tech expertise, business understanding, anddiverse skills.● The proposed advisory board size is 8 to 10.

Principal

- Joined with intention of staying for the long-term, as it was an honor and privilege to work with Tim, Chris and the team. Unfortunately, COVID complications and family issues impacted my ability to serve.- Recruited to join established leadership team as the first COO, to scale up operations required to efficiently support strong growth- Led 35+ FTEs across business operations, including customer support and onboarding, program management office, human resources, recruiting and information technology

Pathwright is an EdTec / learning management SaaS - Architected partnership between Symporus (co-founder) and Pathwright, in which Pathwright serves as a white-labeled LMS to Symporus. This partnership evolved into my COO role at Pathwright- Joined co-founders to scale the company by harmonizing with their product vision and focusing on strategy and operations, sales, marketing and business development activities.- Enabled 101% top-line revenue growth in 2018, >50% in 2019- Improved operations, including business development, sales, and customer relationship managementSymporus is an early-stage edTech SaaS & services company focused on learners and mentors engaging in accredited competency-based theological education and development. They digitally enhance learning and discipleship journeys via an online learning platform that elegantly integrates collaboration, content and education technology.- Co-founded “Symporous” with two seminary “investment” partners (Northwest Baptist Seminary and Sioux Falls Seminary) who provided capital, domain expertise and beta-platforms - Architected and executed product expansion into adjacent "adult-education" and pastoral training programs as a market test to determine the scalability of beta-platform- Concluded beta-platform was not scalable and ultimately chose to white-label Pathwright's LMS via a joint-venture to accelerate time to market, cross-sell into Pathwright customer base and minimize execution risk

- Recruited to take a leadership role in business development and partnership creation, which evolved into a focus on enterprise accounts- Increased revenue by >700% in the enterprise sales channel - Brought focus. tools and results-orientation to enterprise sales, business development, marketing and operations teams

National Banking Practice Leader, focused on: Client Engagement Delivery, Business Development, Partnership/Alliances, Thought Leadership and Asset Development, etc.

2010 - 2013 - National Manager (MD/SVP), Commercial Loan OperationsShared services leader focused on Commercial Bank loan operations driven initiatives, programs and activities that have major cross-functional and/or cross-business impacts. Key responsibilities include consolidating, integrating, optimizing and growing corporate support functions across business units (6 directs, 125 FTE across sites in US and Bangalore). Key service areas/teams include: program/project management, business requirements/system development, user testing, management reporting and analytics, rapid application development, process improvement, policies and procedures management, vendor management, training, communications, etc. Efforts result in improved delivery, efficiency, coordination and standardization.2008 - 2009 - DUAL ROLEs:Executive Integration Lead (FVP), Commercial BankLed the transition of Heritage WaMu commercial deposit / treasury management customers and related products, processes and systems to Chase platformNat'l Operations Manager, Commercial BankResponsible for Centralized Sales Team and Service, Fulfillment, and Operations for heritage-WaMu's Middle Market Commercial banking unit. 13 direct reports and 51 total team members.

2006 - 2008 (FVP) Led business strategy development for Commercial Banking and Real Estate Lending business lines generating $400MM per year in net income. Duties included: long-range planning, market and product strategies, financial planning, annual strategic plan and business intelligence (2 FTEs)2004 - 2006 Program Manager (VP), Regional Operations Centers Initiative (dual role)Planned and implemented successful enterprise-wide, multi-phase operations strategy to realize efficiencies in organizations, processes, systems and facilities via consolidation of back-office operations into regional operating centers (2 direct reports, 10 matrixed FTEs, 25+ project FTEs). Initiative resulted in ~ 15% reductions in back-office operating costs.2005 - 2006 Mgr. (VP), Real-Estate Strategic Planning (dual role)Led the corporate real estate portfolio planning team (9 FTEs) responsible for aligning real estate and business strategies for all back-office property (9M sq. ft., 141 buildings). Planning resulted in 3-year plan to optimize real-estate portfolio, reducing operations costs by ~30%2004 Internal Consulting (AVP), Strategy & OperationsMy initial role, that quickly led to deployment on consulting engagement which resulted in promotion to next rol

Engagement manager in strategy and operations practice focused on program leadership, strategic planning and systems integration at numerous companies including: Amazon, Nike, GM, Agilent, Warner Bros., FosterWheeler, Dow Chemical, etc.Manager (2003) - AT&T Wireless – Customer Service and Support System Deployment: Managed business readiness activities to support the roll-out of Siebel 7.5 Bill & Collect, Sell & Activate, and Product Catalog functionality Senior Consultant (partial list of engagements) (1999 - 2002) - Warner Bros. – ERP Program Planning: Managed project planning and program management office operations to support global SAP Financials implementation- Amazon – Alliance Creation and Business Development: supported alliance creation and business development activities to facilitate e-commerce partnership between Amazon and major consumer retailers - Agilent – Customer Support and Back Office System Replacement: Managed global deployment and production support efforts for Siebel/Oracle implementation across four businesses and three shared service organizations - Nike – IT Program Management: Managed planning of a multi-million dollar systems implementation designed to facilitate collaborative product engineering - General Motors – Logistics Strategy and Joint Venture Creation: Supported outsourcing of logistics operations to support migration to a build-to-order business model; created Vector SCM, a joint venture company