Board & Strategic Advisory
I've spent more than two decades building, leading, and advising across the credit union, CUSO, fintech, and technology ecosystems. This page is for the leaders and organizations wondering if there's a deeper way to work together.
The organizations I'm most drawn to are ones at an inflection point — not necessarily in crisis, but at a moment where the next decision matters more than usual. A credit union considering a technology transformation. A CUSO trying to find its footing in a changing landscape. A fintech founder navigating the complexity of regulated financial services for the first time.
I'm particularly useful to organizations that operate in the intersection of financial services, technology, and people — because that's where I've spent my career. I understand the regulatory environment, the cooperative philosophy, the vendor ecosystem, and the human dynamics that make or break any initiative.
I'm drawn to leaders who are genuinely curious, who ask good questions, and who understand that the best decisions are usually made by people who've thought carefully rather than moved fast. If you're building something that's meant to last, we probably have something to talk about.
I know the map. The credit union and CUSO ecosystem is a complicated, relationship-driven world. I've been operating in it for decades and I know the players, the politics, the partnerships, and the pitfalls. I can help you see around corners.
Partnership is a craft. I've built, evaluated, and rescued more partnerships than I can count. I understand what values alignment actually means in practice, and I can help you distinguish the relationships worth investing in from the ones that look good on paper.
I bridge the translation gap. I've sat on both sides of the table — as a technology buyer and as a technology builder. I can help boards and leadership teams ask better questions of their technology partners and make more confident decisions about where to invest.
Organizations are living systems. Strategy matters. Culture is what actually determines whether strategy becomes reality. I've spent years thinking about how leadership, team dynamics, and organizational culture interact — and I know what right looks like.
The parked car doesn't move itself. Ideas are abundant. The gap between a great strategy and a great result is almost always an execution problem. I help organizations think through not just what they want to do, but how they're actually going to do it.
"The best partnerships help everyone keep rising."
The advisory relationships I find most meaningful aren't defined by a scope of work or a deliverable list. They're defined by trust, continuity, and a genuine interest in each other's success.
A great advisory relationship means you can call me when something unexpected happens — not just at the scheduled check-in. It means I understand your organization well enough to have an opinion that actually matters, not just a generic framework applied to your situation.
It also means I'm honest with you, even when that's uncomfortable. The most valuable thing an advisor can do is tell you what they actually think.
What I'm looking for in a relationship
I'm selective because that's what makes these relationships valuable. I commit fully to the organizations I work with, and I expect that commitment to be mutual.
Simply and honestly. No pitch deck required.
If you've read this page and you're thinking there might be something here, the right move is to reach out and tell me a little about what you're working on. I'm not looking for a formal proposal — just a genuine introduction and a sense of what you're navigating.
I'll read your message personally. If I think there's a fit worth exploring, I'll suggest a conversation. If I don't think I'm the right person, I'll tell you that too — and if I can, I'll point you toward someone who is.
One small note: I'm genuinely happy to make introductions and answer occasional questions — that's just how I operate. But if you find yourself returning to the same conversation regularly, a formal advisory relationship is probably the right structure for both of us.
Reach out through the contact form and tell me what you're working on. A sentence or two is plenty to start. The right conversations usually find their own rhythm from there.
