I build workforce intelligence systems that surface what's happening with people before it becomes a crisis. The distance between a thriving employee and a struggling one is almost always visible — if you know where to look.
I grew up in a house full of service. Both of my parents served. I watched one retire after 30 years in the military. I watched the other spend years trying to find footing in a world that had moved on without him. Same person. Same commitment. Different outcome.
I work in people analytics because I believe the distance between a thriving employee and a struggling one is almost always visible before it becomes a crisis. Most organizations respond with mitigation. I build for intervention. There is a difference.
I have spent my career moving across industries by design — tax revenue gaps, campaign lift, fueling behaviors, shipping routes, human capital systems. On the surface they have nothing in common. Underneath they are telling the same story.
Outside of work I am most myself around family, good friends, craft beer, and Alabama Football.
Most exit interviews aren't broken. They're ignored. The feedback vanishes into a spreadsheet — or worse, a PDF that gets archived and never reopened.
In 2011, my father passed away in a farming accident. What happened next taught me more about leadership than any training program I've seen.
Most tools that measure job satisfaction ask one big question: are you happy at work? That's not enough. We built something that goes deeper.
If you're building something where people are the performance, let's connect.