Twenty years turning service organizations into measurable advantages in banking, life sciences, and global media. Lower costs. Faster resolutions. Teams that stay.
Numbers from live engagements at Apple Bank and RX Global (RELX).
Four convictions that shape every program I lead.
I introduce ITIL 4 as a living operating model and deploy ServiceNow as the spine of enterprise IT. Not as a ticketing system, but as the platform that makes outcomes visible to the business.
I translate technology decisions into the language CFOs and boards make decisions in: cost, risk, customer experience, audit readiness. The receipts follow.
I treat the service desk as a leadership pipeline, not a turnover pool. The 90% retention number is a leadership artifact, not a perks artifact.
I negotiate against the outcome, not the price. The integration of ServiceNow with Accounts Payable I built at Apple Bank is one example. 15% annual IT savings, no service cuts.
Four programs, each anchored to outcomes that survived audit.
Owned the enterprise transition to ITIL 4 and deployed ServiceNow across Incident, Problem, Change, Request, and Asset Management. Reshaped governance, standardized processes, and created the platform for the bank’s future AIOps investments.
30% faster average incident resolution · 95% on-time project deliveryDesigned an enterprise procurement workflow that flows from ServiceNow request through auto-generated PO and into A/P. Treated procurement as a service problem, not a finance problem. The savings followed.
15% annual IT expenditure savings, sustainedLed multi-region service desk operations and 50+ technology rollouts. Built escalation frameworks, first-call resolution discipline, and an asset lifecycle program that delivered transparent reporting to Corporate Finance.
98% SLA attainment · 92%+ CSAT YoY · 100% SOX complianceBuilt leadership development and succession programs for service organizations: mentoring, coaching, and career pathing, the way executive functions plan their own bench. The retention number is the symptom. The program is the cause.
90% staff retention · 95% employee satisfactionNew essays roughly monthly. I publish when I have something worth your time.
For most of my career, IT service delivery was measured the way you measure a utility. By downtime. That framing is now actively holding our industry back. The service delivery organizations that will matter in the next five years are the ones that stopped defending the status quo and started proving the upside.
Read the Essay“Service delivery is one of the last remaining places inside a business where a single leader can simultaneously cut cost, raise customer satisfaction, accelerate other functions, and de-risk the enterprise.”
Most organizations declare victory after rollout, then watch the framework calcify into a compliance exercise. The real work begins at month thirteen.
Read the Essay The Business of ServiceThe number can mean genuine empowerment, or systematic under-escalation. The job of a service delivery leader is to know which one is happening.
Read the Essay Teams That OutperformIt is not a perks problem or a comp problem. It is a growth problem, a respect problem, and a leadership problem.
Read the Essay ITSM TransformationExperience Level Agreements measure what the business feels. SLAs measure what IT controls. The gap between the two is where the next decade of service delivery lives.
Read the Essay ITSM TransformationAIOps is not a tooling conversation. It is an operating-model conversation. Five honest questions tell you whether your organization is ready.
Read the Essay Vendor StewardshipNegotiate against the outcome, not the price. The savings take care of themselves. So does the relationship.
Read the Essay Regulated IndustriesThe disciplines audit forces on an organization (documentation, exception tracking, clear ownership) are the same disciplines that make service organizations scale.
Read the Essay Vendor StewardshipReframing IT procurement as a service workflow saved 15% annually. SLAs, ownership, and a user experience lens were the trick.
Read the Essay Executive CraftThe first time I presented to senior leadership, I had twelve slides and forty minutes. I got through two slides and twelve minutes. Here is what I wish I had known.
Read the EssayI’m a sitting Vice President of IT Service Delivery at Apple Bank, where I own end-to-end service strategy for a regulated retail banking enterprise. Before that, I spent fourteen years at RX Global (RELX) running multi-region service desk operations. 98% SLA attainment, 92%+ customer satisfaction, 50+ technology rollouts.
What I do best is translate complex technology decisions into clear business outcomes: the kind that earn CFO trust. I introduce ITIL 4 as a living operating model. I deploy ServiceNow as the spine, not the surface. I negotiate vendor relationships that cut cost without cutting service. I build leadership pipelines inside technology organizations and keep the people I develop.
I live in the New York metro area with my family. I read more than I post. I write when I have something to say.
Best for: board advisory, fractional CIO conversations, ITSM transformation reviews, and speaking.
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