Kurt Wysock

I get mid-market companies to AI in production — with the data, governance and controls that keep it there after I leave.

Thirty years in, I've spent roughly half my career inside a global energy major doing enterprise architecture at genuine scale, and the other half in consulting and fractional leadership, where the constraint isn't complexity — it's that there's no bench, no budget for a false start, and no CTO in the room.

Right now I hold three seats, and they do different work for a client.

I'm the sitting interim CTO for a luxury destination-club and vacation-rental operator — reporting to the CEO, owning the roadmap and the vendor portfolio, leading platform modernization, a modern data lakehouse, and a production agentic AI buildout on AWS Bedrock. That's the operating seat. It's where I'm accountable for outcomes rather than recommendations.

I head the Technology & Architecture Office at a global consulting firm. I set the firm's own technology direction and architecture standards, lead and hire the enterprise and solution architect team across multiple industry verticals, own how AI is governed in our delivery, and advise client CTOs, CIOs and boards on cloud modernization, application rationalization, and where their technology investment should go. That's the breadth seat — I see a lot of estates at once.

And JSummit Consulting is my own practice, where both of those come together for mid-market operators.

The combination is deliberate. Advising credibly about production AI, cloud modernization, and platform risk requires being accountable for those things somewhere — not just reading about them. And it's the reason I don't need two quarters to understand your business: I'm already inside a dozen technology estates a year, at the level where the expensive decisions get made.