I’ve always been drawn to the pull of new ideas and change. It’s what led me to engineering, product strategy, and, ultimately, the CTO role at Safeguard Global. For nearly four years, I had the privilege of leading IT, Engineering, and Platform teams through some of the most complex challenges in global HR tech. It was a time of deep learning—about leadership, strategy, and what it really takes to drive transformation at scale.
But now, it’s time for something new.
Why Now?
The decision to step away wasn’t made overnight. It came from a combination of reflection, shifting priorities, and a recognition that the next phase of my career—and life—requires a different kind of focus.
A month in Hawaii gave me time to reset. I spent mornings surfing, afternoons walking 10-20k steps, and evenings with my daughter, who is just now learning to walk, talk, and play. Watching her discover the world reminded me of something fundamental: Growth happens in motion. It happens when we step outside of what’s comfortable and embrace what’s next.
At Safeguard, we built incredible things. We doubled revenue, scaled teams across 27 countries, and introduced AI-driven innovations that reshaped how global payroll and workforce intelligence operate. But I’ve always believed that transformation isn’t a one-time effort—it’s a constant process of reinvention. And for me, that meant recognizing when my own path needed to evolve.
What I’ve Learned
Some key beliefs have crystallized over these past few years, shaping how I think about leadership, technology, and impact:
1. Technology is leverage, not just efficiency.
AI, automation, and software aren’t just about making things faster or cheaper. The best technology expands what’s possible. It should amplify human capability, not replace it.
2. Values matter—especially when they’re tested.
An organization’s culture isn’t defined by what’s written on a wall; it’s revealed in the tough moments. Integrity, transparency, and alignment aren’t just nice-to-haves—they’re the foundation of any team that aspires to build something lasting.
3. Strategy is about diagnosing what actually matters.
A great vision means nothing if you don’t deeply understand the problem you’re solving. Richard Rumelt’s approach to strategy—diagnosing root challenges, defining a guiding policy, and executing coherent actions—has shaped how I lead.
4. Great teams beat great ideas.
I’ve worked with brilliant people. The difference between those who succeed and those who don’t isn’t intelligence—it’s execution, alignment, and trust. Teams that move fast, challenge each other, and adapt together will always outperform even the most genius lone wolf.
5. The next 36 months will be among the most disruptive in history.
AI is evolving faster than anyone predicted. Business models are shifting. Institutions are being challenged. We’re not just iterating on old paradigms—we’re in a moment where prior art can and should be rethought from first principles. That’s an opportunity, but also a responsibility.
What’s Next
The truth is, I don’t have all the answers yet. But I do know this:
I want to build again. I want to be hands-on with the technology reshaping industries. I want to apply everything I’ve learned about leadership, execution, and values to something that truly matters.
Whether that means starting something new, joining forces with people solving the right problems, or exploring unexpected opportunities, one thing is clear—I’m ready.
If you’re working on something exciting, something ambitious, something that matters—I’d love to hear from you.
The future is unwritten. That’s what makes it interesting.