Executive Focus

Technology leadership is measured in how well an organization can operate, adapt, and protect the people who depend on it.

His career has moved from hands-on infrastructure and support into regional IT leadership and enterprise security and infrastructure ownership.

These four areas show the work behind that progression.

Service transformation

At J.McLaughlin, he designed an ITIL-aligned service-management model that improved enterprise SLA performance from 82% to 96%. The work gave service teams a more consistent way to prioritize, respond, and follow through.
At Fendi North America, he built centralized support for corporate users and retail locations, bringing asset management, licensing, and hardware refreshes into a more dependable operating rhythm.
He has also led the infrastructure and systems work behind new store openings, where a good plan has to translate into a working environment on opening day.

Cybersecurity and infrastructure

Across headquarters and more than 180 retail locations, he leads security and infrastructure modernization, including network transformation, cloud migration, and continuity planning.
Zero Trust and ZTNA: He led a shift toward Zero Trust architecture (ZTA), implementing Zscaler Zero Trust Network Access (ZTNA) and identity-driven conditional access to replace legacy VPN access.
SOC, EDR, and MDR: He established a security operations center (SOC) supported by CrowdStrike endpoint detection and response (EDR) and Red Canary managed detection and response (MDR), with detection standards, escalation protocols, service accountability, and executive reporting.
Mimecast and BEC: He matured the company's Mimecast email-security program, strengthening advanced business email compromise (BEC) protection as part of the broader security strategy.

Practical AI adoption

He built out the company's Claude and ChatGPT tenants for multiple users, including the structure for accessing organization-level skills and projects.
His cloud, identity, collaboration, and infrastructure experience informs how he approaches AI adoption within a larger technology environment. He considers who needs access, how the tools fit existing work, and what support people need to use them well.
He starts with a practical use case and looks for a clear benefit to the people doing the work.

Teams and culture

• He has led regional IT operations and budget responsibility and now coordinates a multi-vendor security and infrastructure operating model. He sets expectations across providers and internal stakeholders so that ownership does not disappear between teams.

• He makes technical risk and service decisions legible to business leaders while keeping implementation grounded in what teams can deliver. Mentoring and developing people are part of his leadership approach.