I work in cyber-physical systems security, building the infrastructure that helps sellers and partners take a complicated product to market.
What I do now
I'm the Enablement Operations Program Manager at Claroty, where we protect cyber-physical systems — the industrial, healthcare, and infrastructure environments that don't get to go offline.
My job is the machinery behind how our sellers and partners learn to sell a genuinely complicated product: onboarding, training, content, and the measurement that tells us whether any of it worked. I built most of it from nothing.
Before that, four years at Deloitte across healthcare M&A, executive operations, and partner ecosystem work.
Selected work
Claroty
Claroty was scaling its go-to-market organization faster than its enablement could keep up. I built the infrastructure: a 12-week onboarding program that has taken 25 sellers from hire to field-ready, centralized content hubs, a recurring training cadence, and partner workshops across global teams. It runs at 90%+ on-time delivery and 95% completion.
Deloitte — Smart Factory @ Wichita
Managed relationships across 20+ technology partners and built the enablement that showed manufacturing clients what Industry 4.0 looks like in practice. Most of the work was translating between two organizations that described the same capability in different words.
End-to-end strategy and project management on a complex carve-out and acquisition — a $2B revenue health system, $3B after the transaction. Separately, I built the automated data conversion tool and job-mapping process that let 4,000 acquired employees get paid correctly on the new system, including a full nurse wage overhaul.
Embedded with the VP of Technology at a Fortune 10 health insurer, an organization of about 9,000 people. Executive-facing materials, priority clarification, and keeping large initiatives from stalling.
How I work
There's a pattern in my work that predates anyone asking for it.
At Deloitte, payroll for an acquired workforce was going to be reconciled by hand, so I built an automated conversion tool and trained the team on it. At Claroty, enablement was being measured by activity rather than outcome, so I built a framework mapping initiatives to business metrics. Neither one was scoped by anybody.
The same thing happens on weekends. Ad-to-Table pulls the weekly ads from local grocery stores, works out what's actually a good deal, and emails me a meal plan built around it. I'm also building a decision tool that takes "I have 40 minutes and no motivation" and hands back one specific chore.
It's the same instinct in both places: when something is annoying enough times, redesign it instead of tolerating it.
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