Current scope
Technical Support Manager, Embodied AI & IT Strategy · 2022 – present
Fortune 100 technology company · San Jose, CA · 140,000+ employees worldwide · $5M program portfolio
Preparing the enterprise for embodied AI — robots that self-correct, adapt and work from little instruction — after contributing to the company's operational AI strategy for IT. Before that, designed and launched the IT customer-experience center, and still lead the customer delivery it was built for.
Currently in the lab with embodied AI: defining the operating model, technology evaluation, procurement path, safety and human-in-the-loop controls, and risk framework for machines that act in shared spaces — with no existing precedent to borrow from.
Partnering across IT, Information Security, HR, Facilities, Real Estate, Branding, Legal, and Communications to align AI and IT strategy with business priorities and workforce impact across every region. The work spans the full program lifecycle: strategic planning, technology evaluation, secure deployment, operationalization, and long-term governance — in environments where the path has to be built as you walk it.
Selected impact
The problem, what I owned, what got built, what changed.
2006 – 2017
The technology behind the benefits employees actually use
- Problem
- Benefits only matter if people use them. The mission was to fuse a great service with the technology behind it, so the experience was worth coming back to — with the technology hidden in the background.
- Owned
- The full technology stack for the benefits side of HR IT — platforms, integrations and information security — in close partnership with HR, knowing HR's business as well as the HR team did.
- Built
- 3 full-service campuses with fitness, a health center and childcare, plus fitness centers and an on-site clinic at smaller sites across 4+ countries — and the technology behind partner benefits like backup childcare, dental care in Mexico and mental health support, all connected as one experience.
- Result
- The centers and the partner benefits are still in place and in use today.
2017 – 2022
Turning how our own IT runs into a reason to buy
- Problem
- Customers wanted proof the technology works at enterprise scale. Sellers needed someone from IT who could show it, not just say it.
- Owned
- IT Customer Success Manager in the IT program that shows customers how the company runs its own technology, aligned to a West-region enterprise sales team. 4+ direct reports; 50+ stakeholder groups.
- Built
- Practices customers could adopt from how our IT actually operates, plus showcase environments and roadshows across North and South America.
- Result
- Faster deals and more wallet share — 10%+ revenue impact and multi-million-dollar pipeline influence.
2022 – 2024
An executive-facing showcase of how our IT operations actually run
- Problem
- Senior leaders and customers were being shown our operations in slide decks. Nobody could see the observability, analytics and automation actually working together.
- Owned
- Design, launch and the cross-functional team across IT, InfoSec, HR, Facilities, Real Estate, Legal and Communications. $5M program portfolio.
- Built
- The IT customer-experience center: a live environment on the real production platforms, built for observability first.
- Result
- Senior-leadership and customer briefings ran on live platforms instead of a deck. I still lead the customer delivery it was built for.
In the lab
Preparing the enterprise for embodied AI
- Problem
- Robots are good at doing the same thing over and over. Embodied AI gives them the ability to handle change, self-correct and act with little instruction — and no enterprise has an operating model, procurement path or risk framework built for that yet.
- Owned
- Strategy, technology evaluation, procurement, platform integration, governance and operational readiness.
- Building
- The operating model, safety and human-in-the-loop controls, the risk framework — and the requirement that people can work with it the way they work with each other.
- Result
- Still in the lab — outcomes will be stated here when they can be, not before.
What I've built
Built
Workplace Experience Technology
Led the full technology stack for employee benefits — fitness, health and childcare centers on three continents, plus partner benefits like dental care in Mexico, backup childcare and mental health — integrations and information security included.
Built
Executive Briefing Infrastructure
Designed and launched an executive-facing environment on live production platforms, so senior-leadership and customer briefings showed the technology running instead of a slide.
Built
Cross-Functional Ownership Systems
Built governance structures and operating models intentionally designed for handoff, sustainability, and evolution beyond individual leadership — programs that survive the next reorg.
Built
Multi-Domain Program Leadership
Owned complex, multi-domain programs from strategic planning and technology evaluation through secure deployment and long-term governance in security, privacy, and compliance-sensitive environments.
The arc
The path from workplace services and HR IT, through program management and IT customer success alongside sales, to embodied AI wasn't incidental — each layer added a different vantage point on how large organizations actually absorb change.
Workplace services taught that service and technology have to feel like one experience. Program management taught how accountability diffuses. Working alongside sales taught what makes a customer believe something works. Embodied AI is where all of it converges — usually in situations where no one has done it before at this scale, and the first task is figuring out what the task actually is.
Most of the work I'm drawn to has no blueprint. The operating model doesn't exist yet. The governance structure needs to be invented. The stakeholders haven't aligned on what success looks like. That ambiguity isn't a problem to solve before the work begins — it's the medium the work happens in.
The conviction that came out of that arc: modernization that depends on a single leader or moment of enthusiasm doesn't last. The work is designing systems — governance, ownership, cadence — that compound after you step back.
Career progression
Twenty years inside one enterprise, in two phases: nine years embedded on site through a services partner, then direct hire in 2015. A one-page executive résumé with the same dates is here (PDF), or in Spanish (PDF).
2025 – presentFounder & Principal Advisor, Solaryn AdvisoryIndependent enterprise AI advisory: readiness diagnostics, implementation roadmaps, fractional AI leadership. Bilingual delivery across the US and Mexico.
2022 – presentTechnical Support Manager, Embodied AI & IT StrategyEmbodied AI (robots that self-correct, adapt and work autonomously) for the enterprise, in the lab; contributed to operational AI strategy for IT; designed and launched the IT customer-experience center and still lead its customer delivery; $5M portfolio across seven functions.
2017 – 2022IT Customer Success Manager (IT, aligned to enterprise sales)In the IT program that shows customers how the company runs its own technology; aligned to a West-region enterprise sales team; 4+ direct reports, 50+ stakeholder groups; 10%+ revenue impact.
2015 – 2017IT Business Systems & Program Manager (direct hire)Enterprise IT programs across HR (including the benefits side of HR IT), finance, real estate, legal and communications; teams of 4–8; programs to $5M; global vendor and budget ownership.
2006 – 2015IT Program Manager (embedded on site via Plus One Health Management)Led the full technology stack (platforms, integrations, information security) behind employee benefits: a connected network of fitness, health and childcare centers (3 full-service campuses plus smaller sites and an on-site clinic, across 4+ countries) and partner benefits such as backup childcare, dental care in Mexico and mental health support. Primary interface between the business and technical delivery; the centers and partner benefits are still in place and in use.
Leadership philosophy
Enterprise-focused, governance-first. AI and digital transformation succeed only when innovation, risk management, data stewardship, and human impact are addressed together.
Comfortable operating in highly regulated, mission-critical environments requiring transparency, accountability, and executive trust.