About

A practitioner of leadership, learning, and human systems.

Most of my work sits at the intersection of how people learn, how they sustain themselves under pressure, and how systems either support or undermine that work over time.

I currently serve as a manager at the North Carolina Department of Health and Human Services, where I lead an EBT Call Center that supports roughly 1.4 million clients and distributes about 2.7 billion dollars in benefits each year. That work keeps me close to real constraints, real stress, and real consequences.

Before that, I spent many years in independent schools as a teacher and leader, with responsibilities that ranged from classroom teaching and curriculum design to technology integration, governance, finance, and accreditation.

Across these roles, the through line has been the same: helping people and organizations see clearly where they are, and then make decisions that are honest about the systems they inhabit.

I am selective about consulting and 1:1 work. If we work together, it will be because there is a serious question worth examining, not because an algorithm suggested a funnel.

Selected background

Public service

Manager, NC DHHS EBT Call Center (2025–present).
Supervisory and systems roles within NC DHHS since 2012, including technical and support functions for state eligibility systems.

Education & leadership

Leadership and teaching roles in independent schools, including head of school, director of technology, and curriculum leadership responsibilities.
Experience in governance, financial management, accreditation processes, and organizational restructuring.

Academic and professional foundations

Background in history, applied economics, and educational leadership coursework.
Long‑term involvement in assessment, accreditation, and professional development across K–12 and higher education contexts.

How I think

A few commitments that shape the work.

Commitments in practice

Clarity before action. The first task is to see the situation and system clearly, even when that complicates the story.
Learning under constraint. Most real work happens with limited time, attention, and resources. Plans have to respect that.
Stress as a systems issue. Stress and burnout are rarely just individual failures; they are often signals about structures and expectations.
Selective engagement. I do not take on every project. Fit, seriousness, and timing matter more than volume.

Where this shows up

In work on stress and self‑care that treats people as more than productivity inputs.
In an AI‑supported career exposure assessment designed to broaden options rather than narrow them to a single path.
In a forthcoming book and assessment framework on organizational learning, aimed at surfacing where teams struggle to adapt and why.
In selective consulting and 1:1 work that favors depth, context, and honest constraints over quick fixes.