Executive-level leadership for high-stakes business transitions. I provide the strategic clarity required when security program uncertainty threatens deal flow, leadership success, or capital efficiency.
Acquisitions fail when security liabilities are discovered too late. I offer risk-based program assessments that identify if a target's security posture is a strategic asset or a valuation-destroying risk.
Quantify the actual strength of the security function vs. what is on paper to avoid post-close surprises.
Strategic roadmaps to merge security cultures and functions while maintaining business continuity and deal velocity.
Quantify technical debt into a financial figure the Board can use to negotiate or plan post-close capital.
Don't inherit a program built on yesterday's assumptions. I provide an advisory framework to align your security structure with today’s business needs, ensuring new leadership is set up for success from day one.
Defining clear security roles, reporting lines, and responsibilities to ensure stable governance during leadership changes.
Shifting from legacy roadmaps to a modern program focused on your current business scale and 2026 milestones.
Aligning reporting lines to ensure fiduciary oversight and operational speed.
Transform technical debt and manual friction into a leaner, defensible security function. I help you move away from bloated operations by identifying exactly what to automate, delegate, consolidate, or remove.
Using market intelligence from 5,800+ products to cross-reference your architecture, identifying redundant licenses and "zombie" platforms that add cost without reducing risk.
Where tools end, I deploy custom-tailored AI agents to handle specific governance and operational use cases, replacing manual friction with automated, scalable security assets.
Strategy is built on Intelligence,
not guesswork.
Whether you are acquiring a company, reorganizing a security function, or optimizing for ROI, my approach remains the same: High-stakes clarity backed by 13 years of scale.
