Verticals
A three-week blueprint only works if the person writing it already knows your terrain. These are the sectors where I've run the systems, made the trade-offs, and lived with the consequences.
Vertical 01
Private clubs, destination clubs, vacation rental operators, resorts, and travel platforms.
In this sector, the technology stack is the revenue engine. Pricing, availability, and inventory move through a chain of channel managers, property management systems, and booking platforms — and a single broken sync quietly costs you bookings for months before anyone traces it back.
I currently serve as interim CTO for a luxury destination-club and vacation-rental operator, which means these aren't retrospective observations. They're this quarter's problems.
Vertical 02
Downstream fuels, distribution, terminals, and energy operators.
Nearly two decades inside a global energy major's downstream business — leading enterprise architecture, cloud migration, and analytics across refining, logistics, sales, and finance. That's where the ~$10M in platform simplification savings came from, and where 100+ analytics use cases went into production.
Mid-market fuels and distribution operators face the same structural problems at a different scale: aging core systems, data trapped in operational silos, and modernization plans that keep getting deferred because no one owns them.
Vertical 03
Packaging, paper and forest products, and industrial manufacturers running multiple plants.
I've led enterprise architecture and application portfolio rationalization for two large packaging and paper manufacturers — the environment where every plant has accumulated its own systems, every acquisition arrived carrying a second ERP, and nobody can produce a straight answer about what the estate actually costs to run.
The work here is unglamorous and high-leverage: build a capability-based view of the portfolio, find the genuine overlap, and sequence retirement against the plants that can't afford downtime. Rationalization is usually what pays for the modernization that follows.
Vertical 04
Lending, specialty finance, fintech platforms, and financial data providers.
Financial services is where architecture discipline stops being optional. I designed a dynamic pricing platform on AWS — serverless, microservices, MLOps, and real-time feedback analytics — for a financial-sector client, work that was recognized with an Engagement of the Year award.
The pattern that matters here: shipping modern, ML-driven capability inside an environment where governance, auditability, and risk controls are non-negotiable.
Vertical 05
Multi-site retail, convenience and fuel retail, franchise operators, and consumer brands.
I built retail data models and directed architecture for M&A projects inside a global retail fuels network — the environment where store systems, loyalty data, pricing, and finance all have to reconcile across thousands of sites and multiple acquired brands.
For mid-market retail operators, the recurring failure is the same: growth by acquisition outruns systems integration, and reporting stops being trustworthy right when the business needs it most.
Vertical 06
Provider groups, healthcare services, and health technology organizations.
Delivered through enterprise architecture leadership across healthcare clients — cloud modernization, application rationalization, and data platform strategy in an environment where compliance shapes every architectural decision.
The healthcare version of the mid-market problem: clinical and operational systems that were selected independently, data that can't be assembled into a usable picture, and an AI conversation that has to start with governance rather than capability.
The through-line
Data nobody trusts. Platforms nobody owns. Vendors nobody has reviewed in three years. AI ambitions with no path to production. And risk concentrated in one person or one system that nobody has mapped.
That's what the Blueprint is built to fix — in whichever industry you're in.