The thesis, in my own words.
A selection of where I have made the argument in public: technology is capital, and the outcome is the only thing that counts.
Technology as Capital Allocation
Why enterprise technology budgets now rival major capital projects, and what changes when a board judges them the same way.
Read the pieceThe same argument, in different rooms.
- CEO Weekly, contributed article, June 2026Read →
How Harrison Allen Lewis Helps Strengthen IT Security Across Multi-Location Organizations
A framework for securing IT across hundreds of locations: standardized architecture, constrained and role-based access, aggressive data minimization, and operational resilience measured against business continuity rather than a checklist of controls.
- Glenrowe, contributed article, 2026Read →
What CEOs Should Expect from Technology Leadership in 2026
The cost of treating a CIO as an infrastructure manager, and what the leaders pulling ahead do instead.
- CXO Dispatch, contributed article, 2025Read →
Discovering Your X Factor
Every company has an advantage worth scaling. Most have never aligned their technology to it.
- TechBullion, contributed article, 2025Read →
Turning Technology Investments into Measurable Business Outcomes
Staying rooted in the business problem, so every technology decision traces back to a real need.
The Role of the CIO in the Modern Organization
A conversation from my operating years on what a modern CIO actually spends their time on: 20 percent running IT, 80 percent growing the business.
Where the writing becomes the work.
The same thinking drives every engagement at the firm.