My career has moved through several chapters.

While earning my Master of Science in Computer Science, I spent 18 years at LexisNexis in and around software engineering, shared services, automation, quality engineering, production support, and delivery transformation.

I loved the build.

A Builder’s Moment

Later, I entered the management and executive path. I finished my MBA. I built and led larger teams, then moved into enterprise platforms, software delivery, cybersecurity, support models, vendor decisions, and executive communication.

It taught me how technology is the foundation of every business.

The builder in me never went away.

That is why the current AI moment feels different to me. Strategy still matters, but this is a builder’s moment.

Engineering Moves Closer To The Work

The companies that get value from AI will not be the ones that buy tools and announce a transformation. They will be the ones where engineers sit with a department, understand how work really moves, find the repeatable decisions, and build agent-based solutions that improve the workflow. They will test those systems, secure them, teach people how to use them, and keep improving them after they reach production.

More than executive enthusiasm, it takes real engineering practices and discipline.

A Different Kind Of Leader

It also takes a different kind of leader.

The old split between “the people who build” and “the people who lead” is starting to break down. AI engineering makes small teams more capable, but it also raises the standard for ownership, capability, and accountability.

A smaller team can produce more, but only if the people on that team know how to design workflows, manage risk, test outputs, and stay engaged with the people using the system.

The Next Chapter

That is where I want to spend the next chapter of my work.

That means leading from the point of the build and staying close to implementation. It means building real solutions myself, not just prototypes or experiments, so I understand what is possible, what is fragile, and where human judgment and validation are required.

It means helping organizations grow engineers who can use AI without delegating critical decisions to it.

What Engineering Will Reward

The future of software development will reward more than coding speed. It will reward people who can turn business work into safe, useful, and value-adding systems.

This is the kind of engineering culture I want to help build.