For 20 years, I've helped senior government and corporate leaders cut through the noise — synthesizing thousands of data points into the insights that drive decisions.
I've spent two decades as the person leaders trust to tell them what actually matters.
As a strategic intelligence leader at Cision / Bulletin Intelligence, I built and led teams that transformed high-volume, complex information landscapes into concise, decision-ready intelligence for the U.S. Department of Health & Human Services, NIH, FDA, FEMA, Fortune 500 healthcare companies, and major medical organizations.
I didn't just deliver briefings — I was the constant. I maintained the HHS intelligence relationship across six leadership transitions and three presidential administrations, scaled operations during COVID-19 to support White House-level briefings, and adapted through every shift in priority, from healthcare reform to crisis-era pandemic response.
What I do best is take complexity and turn it into clarity — whether that's a communications team that needs to understand its landscape, a public affairs function navigating shifting policy, or a leadership team that needs sharp competitive intelligence to make better decisions.
Two decades of intelligence and communications leadership translate across three areas where clarity and precision matter most.
Monitoring the landscape, packaging insights for senior leaders, and managing awareness around the issues that shape reputation and strategy.
Two decades of fluency in the federal health landscape — HHS, NIH, FDA, FEMA — and the policy dynamics that drive decisions in Washington.
Scanning the landscape, extracting signal from noise, and briefing leadership on the trends, risks, and opportunities that matter.
When the pandemic became the most complex information environment in modern government history, I scaled a six-person intelligence team to fourteen — redesigning the categorization framework, analyst deployment, and presentation structure to support briefings distributed at the White House level, without a drop in quality.
Priorities shifted dramatically with each new administration — from healthcare reform and Medicare policy to infectious disease response to regulatory restructuring. I adapted the intelligence operation to serve each leadership team's distinct needs, maintaining the longest-running relationship of its kind without missing a delivery.
During an operational emergency, I mobilized a four-person team to produce eight hours of analytical work in under sixty minutes — in a subject area outside our usual domain. The result went out on time, with zero client complaints. Performing under pressure isn't the exception in this work. It's the standard.
I'm currently exploring leadership opportunities in corporate communications, public affairs, and strategic intelligence — ideally in healthcare, government-adjacent, or mission-driven organizations where clarity and precision matter.