Two halves of the same job. The systems remove friction; the coaching makes sure they actually land. Adoption was always a human problem before it was a technical one.
The hardest part of institutional technology isn't the code. It's deciding what matters, saying it plainly, and building the thing that earns people's trust on the first try.
I lead by prioritizing ruthlessly — flagship, secondary, supporting — because knowing what not to build is most of the work. I frame decisions in terms of the person on the other end: the advisor, the caseworker, the faculty member. And I measure success by absence — the fewer times someone has to think about the tool, the better it worked.
That instinct runs through every project here, from a degree-audit conflict engine to a presentation & quiz-game platform that gave faculty back a tool their budget took away.
As a Gallup-certified Strengths coach and the founder of Ethos Coaching & Consulting, I spend as much time developing the people around a system as I do designing the system itself. It's not a side interest — it's why the builds get adopted instead of shelved.
