Operations
Engineering plus operations —
that's the difference.
Twelve-plus years running technology programs in healthcare taught me how systems survive the real world. That discipline goes into every engagement.
How an engagement runs
01
FrameGoals, constraints, stakeholders, and decision points — agreed before anything is built.
02
PlanScope, sequence, milestones, and budget. You see the whole path, not a black box.
03
Build & groundThe pipeline: validated intake, grounded retrieval, bounded orchestration, guardrails.
04
EvaluateEval harnesses and quality gates before launch — including documented negative results.
05
ShipHealth-gated deploys, keyless CI/CD, observability wired from day one.
06
Operate & reportDecision-ready status, telemetry dashboards, and a clear handoff or an ongoing operating role.
Enterprise delivery record — NYU Langone Health
$10M
Windows 11 program scope — 9,500 endpoints, 13 support teams, wave-based plan
164,087 ft²
new clinical facility — technology deployment planning for 1,000+ devices
3,000+
hybrid workspaces planned in a three-site corporate consolidation
~200 sites
device-retrieval strategy for ~3,000 devices on a 20-working-day model
Boundary, stated plainly: my NYU role is enterprise IT program leadership in a regulated environment (Epic EHR, HIPAA-aware). The intelligence systems on this site are independent, personal work built outside that role. Each side makes the other better — and the two stay clearly separated.