Twenty-three years of digital delivery, most recently in regulated life sciences at Johnson & Johnson and Veeva.
I started as a developer, so I can hold the technical conversation and translate it into something a business person can act on, without needing to write the code myself.
About me
I'm a Dad to two boys and two Bernese Mountain Dogs. The dogs are Tilley and Holly, sisters in the technical sense: same mom, same dad, litters a year apart, with Tilley the older of the two. That works out to 220 pounds of dog in a house that already had two boys in it.
I cook for family and friends whenever I get the chance. The meals are delicious, which I'm assuming because people keep coming back.
I've been a die-hard Philadelphia sports fan my whole life, which has taught me more about heartbreak than joy. I collect comics and sports cards, mostly the ones I wanted as a kid and couldn't talk anybody into buying me. And when I can get to a mountain, I would rather be on it.
How I work
Don't build just to build. I spent years pushing developers to ask why before writing the code. That one question surfaces problems early, when there is still time to do something about them.
Adoption is the real deliverable. A platform nobody uses shipped on time and failed. Most of the hard work in a rollout is not technical.
Say the number. Governance and reporting only matter if they show leadership what is actually happening. If a status is amber, it should say amber.
The work
Independent web and digital consulting
Client work, end to end. I own scope, schedule, budget and the client relationship, which after twenty years of doing it inside large organizations is a different kind of exposed.
I use AI tools daily in the actual delivery, so when a client asks where they pay off I have an answer rather than an opinion. I also designed and direct an agentic system that runs unattended on a schedule, with defined intake criteria, escalation rules, and hard limits on what it is allowed to act on. To be clear about what that is: I specified it, set the rules and correct it when it gets a call wrong. I did not write the code. Directing a builder is what I have done for twenty years, and the builder being an agent is a change in the tool rather than the skill.
Johnson & Johnson, back on contract
J&J brought me back after an acquisition added a group to the field medical organization. The platform already had 400+ users on it. Onboarding the new group was the straightforward part. The work that mattered was modifying and testing the workflows and data capture, and those changes hit all 400+ users, not just the new ones.
They called me because I had run the estate and then spent a year inside the vendor. It shipped on schedule.
Veeva Systems, from the other side of the table
I ran Veeva as a customer at J&J for five years, then went to work at Veeva to learn it from the inside. I was the primary contact for several enterprise life sciences customers, handling adoption, escalations and release training, coordinating product and engineering when something needed fixing, and turning what customers actually needed into roadmap priorities.
Not many people have seen the same platform from both directions. It changes how you read a customer complaint, and it changes how you talk to a vendor.
Johnson & Johnson - Associate Director, Field Medical Operations
Five years owning digital platform and CRM delivery for a national field organization, along with the teams, vendors and budgets behind it across R&D, commercial and IT.
The platform was a validated GxP system and I was the business product owner through an audit of it. A lot of the job was the governance and executive reporting underneath that, the kind that shows leadership what is actually happening with status, adoption and performance rather than what a deck says is happening.
The other half was the team. I mentored staff, set the delivery standards, and got more capacity out of the group through process improvement and automation. We partnered with R&D and commercial on new work too, including clinical trial outreach tracking and the internal collaboration tools the field ran on.
Johnson & Johnson, digital platforms
I owned the product backlog and delivery for the global website platforms behind multiple brands and regions, and set the data and governance standards across those properties so the numbers meant the same thing everywhere.
The one I point to is unglamorous: a standardized CMS templating framework that took more than sixty days off every site launch that came after it. Nothing about that is exciting to describe. It changed what the team could take on in a year.
Before J&J
I started as a developer and did it for eight years. .NET and SQL work at Refinery and G2 Interactive, including a touch screen application for the Philadelphia Parking Authority and the database architecture behind Sotheby's Real Estate. I built my first pharmaceutical website there too, in 2003. After that, .NET architecture on the Sitecore platform at imc2, where the client list ran across pharmaceutical, food and consumer goods.
I moved into leadership in 2011. At Netplus Marketing I built the agency's PMO from scratch, set up how projects were estimated, and gave the executive team a clearer read on project financials than they had before. At Influence Interactive I was Director of Technology & Project Management, running in-house and offshore teams, owning the agency's delivery workflow across both agile and waterfall, and rolling out tag management and analytics across Prudential's entire retirement division.
From 2014 the scope got bigger. As Director of Marketing Operations at PulseCX I managed a $2M+ capital budget and a team of project managers, developers and network engineers, and worked directly with the executive team. On contract at Digitas Health I ran technical direction and offshore development. That was the first agency I worked at that was entirely healthcare. By the time Johnson & Johnson hired me in 2017 I had been working on pharmaceutical accounts for fourteen years.
Clients across those years included Johnson & Johnson (Janssen), Merck, Abbott, Boehringer Ingelheim, Shire, Mead Johnson, Independence Blue Cross, Prudential, Penn Mutual, Comcast, Motorola, Nissan USA, Campbell's Soup, Black & Decker, Aramark, Sotheby's Real Estate, Sony Pictures Classics and the Project Management Institute.
Also
I take on independent consulting: digital delivery, platform and CRM programs, and work that needs someone sitting between the business and the engineers. Happy to talk if that is useful.