Born traveler — Middle East, India, the U.S., then everywhere else. College at 16, BS from RPI at 19, PhD in machine learning and genomics, a biotech startup before I could legally drink. Six industries, three continents, 25 years of building AI systems across biotech, ad-tech, fintech, cybersecurity, government, and global banking — from Norway to Thailand, from early ad-tech algorithms to federal agencies managing healthcare outcomes to securing digital and financial ecosystems at scale. Now I run security engineering at a globally systemically important bank.
I write here because “mostly works” is not success, and because most of what passes for enterprise strategy is organizational theater dressed up in vendor slides. Every failed transformation is a load-bearing wall problem — every reorg removes one and calls it agility, and nobody notices until the ceiling comes down on the auditor. The whole thing is Kafkaesque by design, not by accident. The corridors aren’t broken. They were built so that accountability never arrives. This newsletter names the misaligned incentives nobody wants to own and argues that what enterprises are missing isn’t better tools — it’s someone willing to draw the floor plan as it actually is.
