I take complicated technology and make it make sense for the people who have to use it day to day, first in sales and a 500-location CRM rollout, now with AI. It's the same work I've always done. The tools changed. The job of turning them into something a team will adopt didn't.
My career has been sales, operations, and enablement. In every role, the work was the same: find what's broken, build a cleaner path, and make sure the next person can run it without me in the room. AI is the latest version of that work, and I've been building inside it since 2023.
In every role I've held, I've created systems underneath the work: SOPs, playbooks, and onboarding materials that let the next person pick it up cold. That's not something I was asked to do. It's how I naturally see work. I see where a workflow is struggling, where a new person gets stuck trying to follow it, where it starts to fray when things scale. When AI came on the scene, it opened up doors to do this work on a whole other scale.
I started out teaching web design and CRM, so making complicated technology simple for the people using it has been the throughline from the very beginning. I've been building inside AI since 2023, and when Ontrak closed in 2025, I went all in. I've spent this past year building the real tools that show what AI can do, then putting them on this site so the work speaks for itself.
Organization isn't a skill I picked up in a class. It's my default setting. When something is broken or repetitive, I see the fix: document it, standardize it, train people on it.
CRM rollout, 500+ locations. Trained managers became their market's go-to.
While the market posted year-over-year declines. The company created a new position so I could replicate the system across locations.
That was the same strategy I used managing teams throughout my career. When I was out and another manager had to step in, I'd hear the same thing: they barely knew my team was there.
When a system solves the team's actual pain points, they buy in. They stop waiting for answers and start finding them. They get better at their jobs. And their managers stop spending their days answering questions and start doing the work that actually grows the organization.
That is what done looks like to me. Managers confident building on what got built. Teams that know where to go.
The builds below come from the same instinct: something wasn't working, so I mapped it, designed a fix, and built it.
Nobody waiting on anybody.
A call-scripting and coaching guide I built to help new and struggling specialists learn the call flow, with an audio walkthrough.
View the call guide › K HealthA walkthrough of the activation frameworks, scripts, and tracking system I built as a founding member of the activation team.
View the walkthrough ›I've spent my career in sales enablement, and the move into AI enablement runs on the same skills. The techniques that work in one work in the other.
Find out what they need. Not what you think they need. What they think they need. Ask questions. Listen to the answers.
Speak their language. Every person processes change differently. Some want the big picture first. Some want to see their specific workflow. Some need to hear that someone else survived it before they will even try.
Meet resistance with empathy, not enthusiasm. When someone is afraid, the last thing they want to hear is how exciting this is. They want to know that you understand why it's hard for them, and that there's a path through it that doesn't leave them behind.
Make them the expert. The goal is never for me to be the person they call every time something goes wrong. The goal is for them to own it. To be the one their team comes to. That only happens when you teach in a way that builds their confidence, not your dependency.
I was on the training team for a $50M, 500+ location CRM rollout at Jenny Craig. I built the "Learn it, See it, Do it" method I used at the locations I was responsible for. Many of the managers I worked with were resistant, overwhelmed, sometimes in tears. By the time I left their location, they were the ones their whole market called with questions.
The CRM rollout taught me the pattern. It's identical to what's happening in companies right now with AI adoption.
Case study
The location managers were in tears. That changed everything.
Read the story →Teams are afraid. People who have been doing their jobs well for years are being told that everything is about to change. Some are excited. A lot aren't. Some are quietly worried that this new technology might replace them entirely. In my experience, the opposite is true. AI doesn't take work away. It lets people create more, produce more, and focus on the parts of their job that actually matter.
But that message doesn't land from a slide deck. It lands from someone who sits next to them, understands their workflow, listens to their concerns, and shows them how AI fits into what they already do.
Someone has to take what the tool can do and make it make sense for the person using it. That requires understanding both sides: the technology and the human.
The technology is only half of it. The other half is the people.
That's the work I do. Find out what drives the team, understand where the resistance is coming from, speak their language, and build the enablement that puts them in control.
The teams that have needed me most had a workflow that was breaking as it scaled, a tool nobody had been shown how to use, or a rollout where adoption was the whole risk. That's the work I do best: map what's actually happening, build the system, and bring the people who run it along so the team owns it and stops waiting on anyone.
Most teams split this across two roles: someone to build the system and someone to get people to use it. I do both.
I'm open to full-time, contract, or 1099.
Find me here