Mount Digital | Executive Technology Leadership

The Approach

AI is a structural shift

"Complexity is your enemy. Any fool can make something complicated. It is hard to make something simple."
— Sir Richard Branson

AI is reshaping how businesses operate at a foundational level. Previous technology cycles gave organizations years to get ready. AI is on its own timeline. The barrier to entry is deceptively low, and without the right architecture underneath, it falls apart when you try to operationalize it.

Getting there requires leadership. I've done the readiness work across telecom, industrial distribution, and enterprise consulting — government, national intelligence, and global delivery. I bring that operator's perspective to every engagement.

Behind me is a team of trusted talent I've delivered with before — configured to the scope, embedded from the start, accountable to me.

How We Work Together

Four ways to engage — all starting with a conversation

Fractional CIO / CTO

Ongoing executive technology leadership without a full-time hire. I partner directly with executive leadership to set strategy, build operating discipline, govern vendors, and oversee delivery. I align the team and the operating cadence that makes delivery predictable.

Best for: Growth-stage or mid-market companies where technology decisions are compounding faster than the team can absorb

90-Day Platform & AI Readiness Assessment

A focused 90-day engagement: I audit your technology landscape — applications, infrastructure, data systems, vendor relationships — assess platform architecture, technical debt, data maturity, and operational risk, then map where AI creates real value versus where modernization needs to happen first. Whether you're consolidating post-acquisition, rationalizing legacy stacks, or evaluating a major platform decision, you get a sequenced modernization roadmap: what moves now, what gets deferred, and what gets cut. Roadmaps come with business cases and numbers.

Best for: Organizations that know they need to modernize but don't have a clear, sequenced plan. Often the entry point to a longer engagement

Project-Based Delivery Leadership

Executive sponsorship and hands-on leadership of a defined initiative: platform strategy, enterprise unification, operational structuring, or greenfield standup. I bring the team and the accountability to land it.

Best for: Organizations with a critical initiative that needs experienced leadership to execute

M&A Technology Diligence & Integration

Pre-acquisition: I evaluate the target's platform, score risk, and identify where value will leak. Post-close: I design the integration roadmap, lead consolidation, and drive time-to-synergy — including transition service agreement negotiation and unwind, the operational work that turns a closed deal into an independent, self-sustaining operation. I've been through eight-plus acquisitions from the inside and evaluated 70+ targets across enterprise and telecom platforms.

Best for: PE/VC firms, acquirers, and portfolio companies where technology is central to the investment thesis

Telecom and MVNO platform engagements — including greenfield builds, OSS/BSS standup, and carrier consolidations — are covered in a separate capabilities overview.

Where I've Done This

Results across telecom, consulting, industrial distribution, and financial services

AI in Practice

I don't advise on AI from a distance — I operate in it. I've built my entire practice on AI — not as an experiment, but as an executive operating system. Market intelligence, technology diligence, vendor analysis, and delivery governance all run through it. The leverage isn't speed — it's running five workstreams at once, without scaling the operation to match. I conceived and deployed AI in production at Virgin Mobile — automated customer resolution that handled 81% of interactions without any human intervention — years before most organizations had a pilot.

Building Organizations That Deliver

At Rexel USA, I unified all operating banners under a single enterprise platform for the first time in company history — reducing operating costs roughly 30%, rationalizing the vendor landscape, and transforming engineering from a support function into a strategic growth engine. At Rivet Logic, I stepped in as the first engineering leader and professionalized a nearshore delivery organization serving enterprise, government, and national intelligence clients — an organization Capgemini ultimately acquired. At Virgin Mobile, I optimized mobile video delivery to best-in-region quality — driving a 32% increase in data traffic. I build teams people don't leave. Attrition under my leadership has been virtually nonexistent.

M&A, Integration & Consolidation

At Virgin Mobile Latin America, I delivered four rapid country launches — Chile, Colombia, Mexico, Peru — standing up full customer, billing, and service platforms under aggressive timelines while helping secure over $170M in PE and strategic investment. When T-Mobile acquired Sprint, they brought me in because I'd built and integrated those platforms through every acquisition that preceded it — not just for technical integration, but for the connective tissue across platforms, teams, and operating models.

Background

The career arc

I entered telecom on the deal team of a $440M wireless joint venture, where I built the OSS/BSS platform from scratch. That operation was acquired by Virgin Mobile USA, and I took over technology delivery across all prepaid brands through the Sprint consolidation.

Virgin Mobile tapped me to build their Latin American technology operation — a recognition of everything I'd delivered to that point, and a chance to do it at scale in a new market. T-Mobile later brought me in during their acquisition of Sprint — not just for connective tissue across platforms and teams, but because I'd been in the room for every phase of that consolidation cycle.

After telecom, I brought that operating discipline into global consulting — building and leading delivery organizations through an acquisition by Capgemini. Most recently, I led enterprise technology transformation at Rexel USA — unifying a highly distributed operating model, starting with CRM, under a single platform for the first time.

The thread across all of it: walking into complexity and creating order.

If you're hiring me purely as a technologist, you're only getting half of me.