Most organizations have AI tools but no clear picture of how they're being used.
Employees are using AI for their own efficiency. That use sits outside the organization's processes, so the gains stay individual rather than becoming organizational.
I help leadership teams bring into focus what's really happening in their organizations, which allows AI to be applied the right way within their environment and operational processes. This delivers results and the return on investment.
That picture also extends to the human risk created as a result of AI adoption, and where that use exposes the organization.
Most organizations have already invested in AI. Licenses have been purchased, pilots launched, some employees trained.
What's missing is a clear picture of how the tools are being used. In many cases, individuals are using them in isolation throughout the business. No one can see where or how those efficiencies are being created, which means no one can see the risk.
My work begins by building that picture. I meet with leaders and stakeholders to understand workflows, processes, and dependencies, then identify where AI can improve efficiency, decision-making, service delivery, operational effectiveness, and where its use is creating risk the organization cannot see.
Behavior
Most organizations license AI tools to a limited number of people. Those enterprise tools usually carry protections that govern what can be shared beyond the organization, even if employees were never told what those protections are.
Everyone else still has work to do. People without a license who want the same efficiency turn to personal AI accounts, and put organizational information into them to get through their own work faster. Those tools carry none of the enterprise protections. Nothing restricts what leaves.
This is behavioral risk, and it is invisible by default. There is no policy governing it, and nothing in place to catch it.
Limiting access does not limit the risk. It moves it somewhere no one can see. AI that is properly adopted across the organization is what keeps the work, and the data, inside it.
My perspective is informed by more than 20 years leading enterprise initiatives across telecommunications, media, higher education, and nonprofit organizations. I completed MIT Sloan's AI Adoption: Driving Business Value and Impact program, served on the SANS Institute Cybersecurity Awareness Human Risk Management Advisory Board, and am the author of the peer-reviewed journal article “From compliance to behavioural risk mitigation: A strategic framework for security awareness transformation,” Cyber Security: A Peer-Reviewed Journal (Henry Stewart Publications), Volume 10, Number 1, pages 33–44 (August 2026).
At Verizon, I spent 13 years leading large-scale enterprise programs across operations, technology, and product delivery. Working in an environment serving millions of customers taught me how complex organizations function, how decisions move across the enterprise, and how to deliver strategic initiatives where execution matters.
At the Motion Picture Association, I built enterprise governance programs from the ground up, translating strategic objectives into operational practices across a global organization. That experience strengthened my ability to connect executive priorities with the organizational processes required to achieve them.
At the University of California Office of the President, I developed the human risk management framework and strategy for the largest public university system in the United States. The approach treats human behavior as a measurable enterprise risk domain across 10 campuses, 6 academic health centers, and more than 500,000 faculty, staff, and students. I then led the enterprise RFP and vendor selection to operationalize it.
Together, these experiences have shaped the way I approach AI adoption today. Successful transformation requires understanding how organizations work, how people make decisions, and how leaders align change with business priorities.
Advisory Services
The Roadmap
For AI adoption, human risk mitigation, or both, grounded in how the work actually gets done.
Organizational Assessment
Leadership interviews
Workflow and process analysis
Cross-functional dependency review
Current-state assessment
Behavioral & Adoption Analysis
How AI is actually being used
Adoption barriers
Change readiness
Organizational risk considerations
Roadmap & Recommendations
AI opportunity identification
Business impact priorities
Executive recommendations
Strategic roadmap
Leadership debrief
Credentials & Recognition
MIT Sloan
Executive Education
AI Adoption: Driving Business Value and Impact
SANS Institute
Advisory Board Member
Security Awareness Summit 2024 & 2025
University of California
Larry L. Sautter Award
Gold Award · Innovation in Information Technology
Yale
Executive Education
Executive Women's Leadership and Innovation Program
Publication
Peer-Reviewed Journal
“From compliance to behavioural risk mitigation: A strategic framework for security awareness transformation,” Cyber Security: A Peer-Reviewed Journal (Henry Stewart Publications), Volume 10, Number 1, pages 33–44 (August 2026)
The next step is simple.
Schedule a 30-minute consultation. No commitment. Just a conversation about your organization's goals, your current AI initiatives, and where AI can create greater business value.
