Most organizations fail at digital transformation not because they lack technology, but because they don’t understand how their design decisions fundamentally shape what becomes possible or impossible down the line.
For twenty years, I’ve worked inside this puzzle from every angle. I’ve built systems for universities, healthcare providers, supply chains, and enterprises. I’ve written code and advised executives. I’ve trained neural networks and educated future leaders. But the more I’ve done this work, the clearer one question has become: Why do well-intentioned teams repeatedly build infrastructure that constrains human capability instead of elevating it?
That’s what drives my research and my practice. I’m interested in how the decisions we make about data, systems, and technology ripple through organizations in ways we don’t always anticipate. When does digitization genuinely serve people? When does it diminish them? What design choices create flexibility versus rigidity?
I teach at Bentley University, bringing these questions directly into the classroom alongside real projects and hard-won insights. I advise organizations navigating digital change. And my research explores how we can build technology that’s accountable, scalable, and genuinely human-centered, rooted not just in stated intention but in how it’s actually designed.