This format is unconventional because traditional resumes were designed for screening people out, not understanding how they work. This shows how I operate.
Prefer the standard format? Download PDF →
When people hear "accessibility," they think screen readers and ramps—and that's not wrong, but it's incomplete. Accessibility is about removing barriers to information, decision-making, and autonomy. The traditional definition is too narrow. WCAG compliance is a baseline, not the goal.
Example: At Rise Broadband, I eliminated redundant reporting systems that required 10+ hours of weekly approvals just to see basic performance data. Built agent-facing dashboards that gave real-time visibility without gatekeeping. Accessibility isn't just for disabilities—it's for anyone facing unnecessary barriers.
The goal is to work myself out of repetitive management tasks by building systems and empowering teams to operate independently. The job doesn't disappear - it evolves. Automate today's problems to make room for tomorrow's.
Example: Reduced leadership escalations by 80% by training teams to resolve issues directly, eliminating unnecessary escalation pathways, and trusting frontline staff to solve problems. They didn't need me - they needed the authority and tools.
Results matter. Location doesn't. Organizations claim they want to compete in tomorrow's markets while mandating yesterday's office strategies. When healthcare is tied to employment, "optional" becomes compliance. RTO without measurable productivity reasoning isn't about results—it's about visibility. Judge the work, not the commute.
Example: Successfully managed fully remote operations since 2023, maintaining team performance and culture across distributed workforce. The work got done. The metrics improved. Being in an office wasn't the variable that mattered.
If any of this made you pause or push back: Good. That means you care about how things work. The best conversations start with "wait, but what about...?" The goal isn't agreement on everything—it's finding alignment on what matters. Let's have that conversation.
I don't just manage processes - I redesign them to remove waste. Cut 90-day attrition from 44% to 25% by rebuilding onboarding to focus on actual job requirements over theoretical knowledge. Saved 10+ hours weekly by eliminating redundant reporting systems that existed purely to feed middle management anxiety.
The best management is the kind that becomes unnecessary. Launched "agent ownership" initiative that reduced leadership escalations by 80% by giving teams the tools, information, and authority to solve problems directly. Built training systems that help people perform without constant supervision.
Operations leaders who can't implement their own improvements are just middle managers shuffling tickets. I maintain hands-on technical skills - infrastructure design, automation, containerization (35+ production services in personal homelab). Yes, I built this website, because actually doing the work is more fun than just talking about doing the work.
This isn't about being a "technical leader" - it's about being an operator who can bridge business requirements and technical execution without needing everything translated twice.
Root causes aren't always technical. Sometimes it's leadership decisions that create bottlenecks. Sometimes it's organizational structures that exist to justify titles instead of serve customers. Sometimes it's priorities that favor optics over outcomes. I'm comfortable identifying these issues and addressing them diplomatically—even when the problem is upstream. Process improvement often means organizational improvement.
Operations leaders who can't implement their own improvements are just middle managers shuffling tickets. I maintain hands-on technical skills because being able to bridge business requirements and technical execution means projects move faster and solutions actually work.
To be clear: This isn't about being a "technical person" vs. an "operations person." It's about being an operator who can bridge business requirements and technical execution. I can have a technical conversation without needing everything dumbed down, and I can implement solutions myself when that's faster than delegating and translating.
M.A., History (with Distinction)
December 2015
B.A., Political Science (Cum Laude)
May 2013
Ongoing professional development through industry conferences, workshops, and peer learning. Prioritize practical knowledge over certification mills—understanding how things work matters more than collecting credentials.
Companies that value systems thinking over industry pedigree. Teams that need someone to build operations that eliminate waste and empower people. Organizations where "how we've always done it" isn't a valid reason to keep doing something broken.
Engagement options: Full-time roles, contract positions, or consulting engagements. Sometimes the right impact doesn't require a permanent seat—just the right expertise at the right time.
Based in: Scarborough, ME
Open to: Remote, hybrid, or in-person roles
Focus: Outcomes over attendance - location flexibility based on what makes sense for the work
This site was built with privacy, performance, and accessibility in mind. Here's what that means:
prefers-reduced-motion for motion sensitivitiesDetails matter. This is how I approach systems thinking in operations—nothing is too small to optimize.
For more details, see my full Accessibility Statement.