Technology, governance, and human decision-making

I started out building systems, focused mainly on whether they worked and how efficiently they could be made to run. Over time, I became less interested in technical elegance on its own and more interested in what happens when systems meet reality—organizations, incentives, imperfect information, and decisions that carry consequences.

That shift pulled my work beyond pure engineering. I began spending more time in the spaces where software interacts with governance, policy, and accountability, especially in environments where mistakes are costly and naïve solutions don’t survive contact with the real world. I’m drawn to work that holds up over time, not just technically, but institutionally and humanly.

Today, that perspective shows up in projects involving software systems and AI integration within governance-sensitive contexts, often shaped by legal, financial, or organizational constraints. I tend to work where clarity matters more than speed, and where technology needs to support judgment rather than replace it.