Selected Work
Complex problems, worked through.
Working systems, demonstrators and cases. The labels tell you what kind of evidence sits behind each one; the work itself shows where judgment still has to enter.
From project risk to executive decision.
Risk registers are easy to fill. The harder part is deciding which exposures matter together, what evidence deserves confidence, and when a project problem has become a portfolio decision.
When does a risk register become a decision?
The case compares unlike risks, tests the evidence behind them, follows shared constraints across projects, and stops at the point where management has to choose—not merely admire a better heat map.
Evidence boundary: synthetic working material used to expose management logic and decision structure. No client result or externally validated outcome is implied.
Systems you can actually open.
These are independent demonstrators, not disguised client case studies. Open them to inspect the management logic, interface and evidence boundary. The label above each system tells you what is real, what is public, and what is synthetic.
Portfolio Intelligence & Decision Support
Management question: where should attention move across a portfolio when performance, risk, dependencies and uncertainty disagree? Evidence boundary: public reference data; demonstration logic and presentation are independent work.
Procurement Opportunity Intelligence
Management question: which opportunities deserve pursuit effort, and which merely look attractive in a list? Evidence boundary: synthetic demonstration data; no client results are implied.
Fleet Readiness & Operational Intelligence
Management question: what can an outsider responsibly infer about readiness, constraints and management attention from sparse public evidence? Evidence boundary: public evidence only; not an internal operational view.
The finished system is only half the story.
Workbench opens the cases, decision aids and reference architectures behind the screens: what the evidence said, what it did not say, which trade-offs mattered and why the design took the shape it did. Sometimes the useful artifact is the reasoning, not another dashboard.
Open the reasoning behind the work.
Go there when the useful question is not “what did you build?” but “why is it built this way, and what would make you change it?”