Technology & Product Strategy
Translating Foresight into Platforms, Products, and Capital
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Technology & Product Strategy
Translating Foresight into Platforms, Products, and Capital
Work Featured In
Major platform shifts emerge when capabilities converge, not from a single breakthrough. My work across five industries has been the same: identify those moments early and translate them into technology roadmaps, product strategy, and capital allocation decisions that position organizations ahead of what comes next.
My foundation is technical. I began working on acoustics and dynamics problems at Sikorsky, building signal processing algorithms and focusing on acoustics, vibration, and real-time stability in tightly coupled physical systems. This work required systems thinking across and operating under real-world constraints. That same approach informed software platforms and UX at Harman, where I anticipated the convergence of sensing, machine learning, and human-machine interfaces years before the industry caught up.
At Nokia Technologies, I partner with the CTO to run R&D portfolios, shape multi-year technology direction, and influence capital allocation across engineers. My role extends beyond planning into building partnerships, ecosystems, and venture pathways that translate emerging technologies into strategic advantage. I have supported acquisition diligence, developed venture concepts as an EIR at Mitsubishi Electric, advised founders at Yale, and built ClusterFunk, an AI tool that maps technical momentum across research signals to identify where the next platform shifts are forming.
Each role applied the same systems-thinking discipline: understanding how tightly coupled components behave under real-world constraints, and how those interactions shape what the whole system becomes. The domain changed. The approach did not.
