Customer's P&L first, ours will follow.

I have spent the last twenty years leading technology at private-equity-backed and public companies across healthcare, life sciences, and manufacturing. Most of that work has happened inside the operational gap between strategy and execution, where transformations either compound into value or quietly stall.

I started somewhere different. Early in my career, I spent a year in marketing at IDEXX, the veterinary diagnostics company. It was my only role outside of technology, and it was the most important year of my career.

The clinic in Arkansas

I was responsible for defining the process for diagnostic ordering. I was sure I knew the answer. We needed an amazing ecommerce-style ordering module. Cleaner UI, better search, faster checkout. The standard playbook.

Then I flew from our European office to a veterinary clinic in rural Arkansas and sat behind the reception desk for a day. I watched a vet and a vet nurse work through a case. A young puppy, a specific breed, vomiting and diarrhea. The nurse pulled out our diagnostic catalogue, a printed book the size of a phone directory, and started flipping pages and taking notes, trying to figure out which tests to run.

I asked her what she was doing. She explained. At that moment, my world changed.

I was not building an ordering module. I was building a search product. The problem was not checkout friction. The problem was that our customer, the person our whole business depended on, could not find the thing she was looking for inside our own artifact. Every minute she spent flipping pages was a minute that was not creating margin for her clinic. And if it was not creating margin for her, it was not earning margin for us.

I have carried that afternoon with me ever since. It is the reason I believe what I believe.

The philosophy

Technology earns its place in a business when it creates measurable margin for the customer. Do that, and revenue, retention, and pricing power follow. Skip it, and no framework, maturity model, or digital transformation program will save the quarter.

This is not a position a CDIO usually leads with, and that is exactly why it matters. Most technology leaders talk about efficiency, security, and delivery. The ones who grow companies talk about customers, products, and commercial outcomes. I spend my time in the field with sales reps, distributors, and end customers because that is where the next dollar of revenue actually lives.

Two disciplines serve this philosophy.

E-S-A: eliminate, simplify, accelerate. Most technology investments fail because they skip to automation before eliminating the work that should not exist and simplifying what remains. You cannot create customer margin by accelerating broken processes. You have to strip them first.

The unsexy middle. Between a strategic decision and the quarter the results show up lives an operational gap where most transformations quietly die. The best CDIOs live in that gap. It is not glamorous, it does not make a keynote, and it is where customers start noticing the difference.

What I do now

I currently serve as Interim Chief Information Officer at Avantik, a Water Street Healthcare Partners portfolio company, and as AI Executive Advisor at PatientPoint, the largest point-of-care media network in the United States. Before that, I was Chief Information Officer at EVERSANA, a global pharmaceutical commercialization platform.

I am actively pursuing a permanent CDIO or CIO role at a company where technology is a lever for revenue growth, not just operational efficiency.

Background

MS in Applied Analytics, Saint Louis University. MBA, Nyenrode Business University. 2025 ORBIE Global CIO Finalist. I have lived and worked in the Netherlands, the United Kingdom, and the United States. I am based in Nashville.

Outside of work, I spend time with my wife and children, read, run, train, and spend time outdoors. I write twice a week on LinkedIn and publish longer pieces here.