Consultant · KPMG Advisory
I design AI systems that give finance teams real operating leverage — built for the work, not the demo.
Working at the intersection of strategy, product, and engineering — turning AI from a talking point into a functioning part of the org.
What I Can Do
Most AI work stalls between the pitch deck and production. My job is to close that gap — from framing the right problem to shipping a system people actually use.
Orchestrate AI agents across month-end close, FP&A, and audit. Repetitive work becomes compounding capacity — while humans stay in the decisions that actually matter.
Translate technical possibility into executive conviction. ROI frameworks, sharp narratives, and buy-in that survives contact with the steering committee.
Work from first principles. Map the real constraints — technical, organizational, regulatory — before picking the model, the tool, or the roadmap.
Ship a working system in days, not quarters. Prove value before asking for budget — a functioning prototype beats a convincing slide every time.
How I Think
The tools change. The frameworks change. What stays constant is how I orient — toward constraints, toward reversibility, toward the version of the answer that gets sharper with each pass.
Every system has a shape. Constraints connect to outcomes connect to data connect to leverage — before you touch the tech, the graph tells you where the real work is.
"The model isn't the answer. The structure of the problem is."
Treating reversible choices like irreversible ones is the real cost — not the wrong call, the slow call. I sort decisions by reversibility and impact, then route them accordingly.
"Speed on two-way doors. Care on one-way doors. Most people flip the pair."
The first draft is cheap. So is the fifth. The difference between them is everything. Each pass doesn't just polish — it reveals what the previous pass was actually about.
"Ideas don't arrive fully formed. They get sharpened in the loop."