That's me

About Me

I'm a Denver, Colorado-based executive, offering more than 20 years of success and expertise as a high-performing leader, strong manager, team player, consensus builder, and effective communicator that translates organizational vision into measurable results that have maximized business performance, had material positive impact on cost and revenue, and have increased productivity and efficiencies across an organization.

For the last five years, I’ve held a leadership position at a major Managed Services Provider, working in an environment of public, private, and hybrid cloud solutions. Previous engagements are also in leadership positions focusing on data center, network & server infrastructure, networking, server, & workstation virtualization, and app/web development technology/solutions. For more on my leadership background, see my resume.

I’ve spent my professional career focused on two primary competencies: the first being a skilled strategist (Skills? Go here for my competencies) who works with boards, c-levels, & senior executives engaged in high visibility, impact, and costly strategic initiatives, turning them into workable solutions, executing against plan on-budget/on-time, and then sustaining the results with strong metrics & reporting (Citations? See Testimonials!).

My second primary competency is expertise in leveraging extreme ownership in creating, leading & managing (what's the difference? Please see Leadership Philosophy for my thoughts), and mentoring high performance/accountability teams, through the full program and project lifecycle that delivers, sustains, and reports on the solutions required by the business.

Open to relocation in the San Diego metro area.

Leadership Philosophy

Great Reads

My Leadership Journey in the Age of the Knowledge Worker

A lot of ink has been spilled over the years on the concepts of being a leader. Just as much on Peter Drucker’s concept of the knowledge worker. I’d like to spill a bit more on my own perspective on my journey down the leadership path in the age of the knowledge worker.

To begin with, I firmly believe there are no bad teams, only bad leaders. This is a concept I learned in the military that has translated perfectly into civilian life. A bad leader must always push his teams, a good leader may start off pushing, but with intent and the *ability* to have the teams pulling the leader before long. This matters!

Both kinds of leaders may generate the short-term end result that was needed, but the bad leader will put themselves in the position where their results aren’t sustainable. This is generally manifested as some combination of sub-par work, over the allocated budget, behind set schedules, team burn-out, and high staff turn-over. That creates an additional set of hidden costs that you don’t suffer from good leadership.

How you get to results is just as important as the results. This speaks to stability, sustainability, and reliability – all critical metrics of long term success for the business. So – how do we define a good leader? Read on!

What is a “leader”?

Answering that question requires that we recognize that leadership itself has tactical and strategic elements. I call the tactical element "management". Management by itself is not leadership and vice versa. They are complementary but still separate.

Managing is about tracking value by focusing on the short-term elements of processes and structures. Management is the tactical - keeping track of the details, coordination, and planning.

You must perform the managerial parts of the job fairly, consistently, conservatively, and honestly. If this sounds like I repurposed the adjectives in the last sentence from Generally Accepted Accounting Principles (GAAP) - well, I did: there is clearly an intersection of common needs and thus shareable standards. By taking this approach, you clear the field of uncertainty on the how and the when.

Leadership is creating value by focusing on the long-range perspective of people and results. You must be of high integrity at all times, with an eye towards challenging, inspiring, motivating and innovating - the strategic. Leadership requires you to keep your eyes on the horizon, and keeping your focus there is the primary leadership challenge that you will run into.

As an illustration, and as I am borrowing and repurposing a great deal from Peter Drucker, I will now directly quote him: "Management is doing things right; leadership is doing the right things."

What is a “knowledge worker” and how do I lead them?

There is a wrinkle on leadership that hasn’t been fully embraced by many of my peers: recognizing that the knowledge worker now rules in the white collar business world. Knowledge works are paid to think for a living – ingest data, react to data, and then produce results from that data. Knowledge workers are not generalist commodities, but highly trained and valuable specialists.

Leading them can be a difficult task – they want to be led by example, not over-managed, and often know more than their supervisors do about their specialty, prefer some level of autonomy, and are often desperate to be heard.

To successfully engage the knowledge worker you must understand their individual strengths, be able to build them into teams with strong purposes with clearly defined and achievable objectives. Nothing will throw off a team of knowledge workers faster than ill-defined, over-simplified, or over-generalized objectives. Good leaders will recognize that the successful result at the end of an endeavor is often found by having framed the need properly at the start.

Going into depth on leading knowledge workers is beyond the scope here, but at a high level:

  • They are your experts. Don’t guess, ask.
  • Ensure that the right information/data flows to them. Enable them to self “prospect” where appropriate.
  • Leverage them as a trusted partner. They want to be a part of the solution, not a drone assigned tasks.
  • Grant the autonomy to do their work, validate that approach with strong monitoring and metrics.
  • Find the leaders in the group and cultivate them. Building and mentoring leaders allows for easier delegation of authority when needed.
  • LEARN from them – not just you as a leader, but encourage the business at all levels to become a learning organization capable of digesting new knowledge. Their viewpoint is unique and valuable. Great insights can be found by mining that viewpoint.

Ultimately to be successful as a leader in the age of the knowledge worker, you must combine the disciplines of management which answers the “how” and the “when” with leadership which answers the “what” and the “why”. Doing so will extend your authority from being one of only title to one of ability and execution.

Where is leadership applied?

Leadership isn’t just expressed in your direct spheres of influence (directs, peers, your leaders, customers) and at specific moments. Instead, you should strive to apply it everywhere and at all times - every interaction, every decision, and every audience. Leadership is something you wear on your sleeve, and it is part of you. You must follow the principle of “esse quam videri”: To be, rather than to seem to be.

In film, there is an effect called the “uncanny valley.” This is the ability of the human eye to easily perceive computer-generated imagery from reality. You want to avoid the leadership version of the “uncanny valley” - it can’t be a persona that you put on for your job. People can and will spot actors playing the part of “Leader”.

How do I get there?

Leadership is a journey, not a destination. Trite, but also true. If great leadership requires your full attention on every interaction, then every interaction carries with the opportunity for success or failure. You need to be able to step back and perform this introspective on yourself on a regular basis. Validate that with those around you – your directs, your peers, and your leaders. Yes – even your directs.

Perhaps most important is feedback from your directs. I’ve had some pushback from other managers and leaders over the years who believe it is a sign of a weakness or pandering to solicit input from your staff. This is a place that I respectfully disagree. You can solicit honest input through dialogue (I’m a huge proponent of the quick 1:1) that allows you to constantly evaluate yourself without running into those issues.

The concept of the introspective as a self-assessment validated by the input of others is a key takeaway. Without it, you are potentially disconnected from the reality of how you are operating as a leader. You must always be evaluating, learning, evolving as a leader. This is also a concept that once mastered, can be leveraged in your evaluations of others.

Resume (Download)

Use the links below to download my resume. The "Full" resume contains experience across all my domain specialties (Customer Service/Advocacy, MA&I, and Product Development Management). The other resumes only contain the experience for the indicated domain.

Resume (Online)

Director of Customer Success/Advocacy

Synoptek │ Denver, CO
2013 - 2018

A national Managed Service Provider with $100M/450 staff. I held several leadership roles (departmental and functional) during my time with Synoptek. In the Customer Advocacy/Success leadership role at Synoptek, recruited by the CEO to design, socialize, build, train, and sustain a new charter for 5 directs and 25 staff.

  • Created a new source of revenue: Took full control of the departments P&L and shifted from a cost center to a predictable, profitable, and sustainable revenue center. Shifted the customer engagement model from passive order takers to trusted strategic partners through an aggressive and comprehensive training and staffing program, which resulted in a new billable consultancy team of virtual and fractional CIO’s.
  • Materially increased customer satisfaction and lowered customer effort: Formalized and standardizing the CRM framework on the “insight” model for up/cross-selling and an “effortless experience” model for relationship sustainment all centered around a strong data gathering and analysis program (CSAT, NPS, CES being the cornerstones). Increased productivity and consistency of delivery by instituting a comprehensive program of mentoring, peer coaching, technical & professional training.
  • Increased revenue: identified and aggressively pursued up-the-stack opportunities as well as incentivizing up-sells and cross-sell campaigns for all teams. Closely partnered with the executive, sales, product, marketing, and finance departments to coordinate approach and execution.
  • Directly addressed and decreased churn: Created a customer retention strategy that had regional leaders identifying at-risk accounts, and then building cross-department “save” teams. The team mandate was to form a close interaction with the customer in order to diagnose and triage the current challenges, identify future growth opportunities, and then create, execute, assess and report on a strategic plan to meet those objectives.
  • Decreased staffing costs: Worked with my leadership team to build staff loading models to measure resource utilization against their workload of existing customer portfolios, new logo, operational, and administrative responsibilities. These models allowed for a realignment of individual portfolios to clear to allow headroom, better leverage underutilized assets, assisted HR in planning for new hires, and led to a more predictable staffing cost modeling in the P&L.
  • Increased success rate of engagements for new and existing accounts: Embedded staff at strategic points in advisory roles across departments in the quote to cash cycle, which increased overall visibility of the customer’s requirements, socialized and validated the engagement, ensured accountability, lowered overall effort and friction, and strengthened cross-departmental efficiency and leadership trust.
  • Led from the front: Took on direct management and ownership of an at-risk customer portfolio of enterprise, medium, and small accounts with ~$950K/month revenue.

Director of Integrations (MA&I)

Synoptek │ Denver, CO
2013 - 2018

In the MA&I Integration Management Office leadership role at Synoptek:

  • Proven track record of success: Was heavily and directly involved in five acquisitions with Synoptek, with two of the acquisitions each individually doubling the revenue and staff and geographical presence of the company. The result is a single integrated organization that has moved from being a mid-market player with a regional footprint to an enterprise having a coast-to-coast and overseas (EU, India) presence.
  • Broad shoulders: Ownership of functional and technology assessments during due diligence planning, integration, and post-close execution management of M&A transactions. Was accountable for the delivery and success of M&A integration engagements and financials, involving multiple teams with up to 100 executive sponsors, staff, vendors, and strategic partners.
  • Trusted advisor on the pre-deal phase: Involvement in the preparation and planning for the integration program as a bridge from the due diligence phase. Coordinated with the board, c-suite, and stakeholders to enable seamless integration from strategy formulation to execution. Set the plans and pace for acquisition integrations and guided decision-making processes.
  • Standardized and formalized the practice: As leader of the Integration Management Office, created and maintained detailed M&A transition plans & playbooks. Assessed status of each transition with a view to maximizing readiness; learned from previous activities to improve playbook rigor and requirements, to better enable the success of future M&A activities.
  • Ensured alignment and realization of strategic goals: With the standardized approach to integration work, ensured that the strategic goals of transactions were realized on time, on budget, on schedule by interacting and collaborating with the leadership team converting strategic interest and intent into the identification, engagement, diligence, and execution of transactions.
  • Predictable, profitable, sustainable integrations: Provided hands-on leadership, management, and oversight on all M&A integration project work streams - including IT infrastructure separation, data center migration, application integration, separation, & rationalization, personnel rationalization, and realizing cost & revenue synergies. Identified risks and issues related to integration planning, timeliness, and functional areas. Formulated and managed mitigation plans for integration.
  • Successfully managed financial outlay and outcomes: Responsible for day-to-day oversight on financial aspects of project plans for prospecting, due diligence, and integration activities, including creating and documenting key requirements and ensuring they are met (e.g., deliverables from cross-functional teams).

Director of Product Management/Development

Critigen (Acquired by Synoptek) │ Denver, CO
2013 - 2018

In the Product Management/Development leadership role tasked to tackle the challenge of service/product catalog rationalization from previous acquisitions that had resulted in inefficiencies, confusion, and lost revenue.

  • Reduced complexity: Engaged the team to review and rationalize into a single unified product catalog, reducing items in the catalog by 75% while categorizing all products and services into one of eight lines of business (“Pillars”). Defined synergies between the Pillars and between individual catalog items. Streamlined sales, build, operations, and finance implementation of each major catalog item by collaborating with key stakeholders to pinpoint overlaps and gaps in the catalog definitions, contractual language, processes, technologies, and functions.
  • Streamlined effort, defined accountability, and reduced friction: Formalized and standardized ownership and accountability by implementing “service schedules” for all major catalog items that defined contractual and operational delivery (one-time/recurring) for all stakeholders - customer, provider, and third parties. This was leveraged by all domains in the business (marketing, sales, contracts, delivery, and operations).
  • Increased visibility and agility: Integrated the pillars and the catalog items into sales and finance systems and created detailed metrics and reporting around KPI’s visible to all stakeholders. Performed detailed financial analysis and modeling of the performance of the pillars against the market in general and specific verticals and regions to determine where the business should focus future sales efforts.
  • Created an understanding of cost: Implemented a framework that represented an accurate understanding of true delivery costs - included staffing, dedicated & shared infrastructure, licensing, and marketing & sales. Executed forward-looking plans to decrease capital and operating costs for items to be retired.
  • Predictable, profitable, sustainable: The above outcomes and results allowed for a more focused/insight based selling approach, as well as targeted up-the-stack, up-sell, and cross-sell campaigns and allowed for budgetary and staffing planning to account for the organizational impact of new and existing logo sells.
  • Created a strong delivery pipeline and engine: Created a pipeline for new and changed service/product development & adoption - ensuring awareness, socialization, buy-in, readiness, and training needed to adopt the solutions at all levels of the organization. Leveraged continuous improvement process for existing products, and ensuring awareness, socialization, buy-in, readiness, and training needed to adopt the solutions at all levels of the organization.
  • Ensured relevance to market: Worked with senior leadership to build and maintain a focus on the market, creating the opportunity for new and upgraded service and product positioning to differentiate the company from competitors.

Management and Technology Consultant

JM Consulting │ Denver, CO
2004 - 2013

Provided vision and leadership in the development and implementation of IT programs and enterprise information systems for multiple companies to define and focus market strategies, streamline processes, and recognize growth opportunities for optimizing effectiveness and cost efficiencies. Marquee engagements below:

  • Collaborated with TTCM management and staff to restructure and rebuild the main line of business application, ensure best operational practices, and enable SLAs and OLAs to be met with high certainty.
  • Sprint Mobile: Contracted to manage the build-out and deployment of Sprint's mobile (4GL) development center in Denver. Duties included coordination with multiple internal teams, vendors, and business units throughout the country to design and implement network/server connectivity and security hardening. Over twenty different technology and budgetary stakeholders were identified during the project, all of which were "won over" to the project through direct personal interaction and relationship building.
  • Newmont Mining Corporation: Worked with executive leadership to make critical path decisions on existing and future deployments for mission-critical intranet applications. Enhanced performance and security by working with onshore, nearshore, and off-shore teams implementing best practice processes in their environment. Made recommendations on staffing and hiring practices to reduce over-staffing.
  • Chicago Mercantile Exchange (CME): Brought on to rescue a stalled web presence project involving all the CME’s core business units. At the time of the project, each business unit was independently run, with individual P&Ls. Primary responsibility was achieving consensus from executive management in each business unit, inserting and managing teams in each unit.
  • Compass Marketing: Contracted to assess the continued use of their current network and server solution. Worked with Compass IT management and staff to identify and pinpoint security, availability and reliability issues. Based on recommendations, client built out a new server farm solution. Was involved in the visioning, design, and implementation of their new solution. A key component of the solution was combining several older physical servers running disparate software into a virtualized solution leveraging VMWare and EMC VNX storage arrays. Trained client SME’s in virtualization.
  • Sanford Homes: Sanford Homes is a national homebuilder, and has its headquarters in Denver. Contracted to spearhead a major mainframe to intranet integration project. Secured funding from the board, hired the development staff, and completed the project, under budget and on time. Based on performance, responsibilities then expanded to include security and operational oversight of the core infrastructure and involved interfacing with all of Sanford’s operations including sales, construction, and warranty support.
  • IDV Sports: IDV was a startup venture designed to leverage online content to drive back-end sales. Was brought onboard to complete their line of business internet site. Responsibilities included team management, infrastructure development, change control, and the establishment of a customer facing 24/7/365 tier 1 help desk with an ACD back end. Created processes and controls that resulted in a 45 second ASA and 87% FCR.
  • Got a Job: Got a Job is a startup company designed to match potential employees with employers in high-turnover verticals (fast food, gas stations, etc.). Contracted to deliver oversight, troubleshoot, and remediate problematic development staffing issues, methodologies, and processes. Implemented industry standards and best practices in code development, re-architected/re-deployed the server farm, and migrated in-house development and server farm teams to the latest releases development and change control software

Vice President (VP) of IT/IS

IP Silver │ Denver, CO
2008 - 2010

Co-founded a professional services startup focused on virtual server and virtual desktop integration (VDI) services with $2.25M in annual revenue. Built up a team of contractors and employees reaching 15 resources at the peak; created a culture that inspired personal accountability while capitalizing on individual strengths.

Vice President (VP) of Operations

X2Delta Networks │ Denver, CO
2000 - 2004

Brought on as a partner in a startup delivering boutique data center and co-location services for more than 60 SMB clients while managing a team of 15 remote and on-site staff. Accountable for day-to-day operations (help desk, engineering) and owned departmental P&L responsibility.

Vice President (VP), App & Web Development

Total SumParts │ Denver, CO
1999 - 2000

As a direct report to the CEO managed development staff for the complete life cycle development of desktop and web-based applications. Managed personnel in teams of 5 to 15 people per project, up to 5 concurrent projects; set and managed project budgets; coordinated projects across department boundaries.

Chief Executive Officer (CEO)

C:\ Drive │ Denver, CO
1995 - 1999

Launched startup focused on bringing network technologies in health care and education markets. network market. Expanded into business and web presence internet services by acquiring development and professional services firm. Primary duties included growing the business through direct sales, marketing campaigns, and partnerships. $5.4M in revenue, 40 Staff.


Customer Advocacy Leadership

As a department head, how efficient is your department? Are teams, processes, and tools still running at an acceptable efficiency? What is an acceptable level of efficiency? Have gaps opened that are causing more problems than they solve? Take a look at this video that speaks specifically to building and sustaining a leader-driven regimen to evaluate, tune, and maintain efficiency for your department. Although focused on Customer Advocacy, this has excellent information for any leader that manages a department, a function, or staff.
Customer Advocacy Leadership - Evaluating, Tuning, and Maintaining Efficiency

Product Development Leadership

Does your Product Development team have a positive impact on the organization? Is Product Development viewed as an enabler or burden in your company? Take a look at this video to better understand the full reach of this function and the importance of having the right leader in place to lead the team!
Understanding the Impact, Influence, and Interactions of a Well-Led Product Development Team

Core Competencies

See below for my signature leadership strengths and competencies.

  • Executive Leadership
  • Thought Leader
  • Hands-On/Whatever-It-Takes
  • Team Building & Development
  • Cross-Functional Team Leadership

  • Business Strategy & Development
  • Business Process Improvement
  • Risk Management & Mitigation
  • Strategic Partner Management
  • Capacity Planning
  • Program & Project Management
  • KPI/Metrics -Design/Delivery
  • SOX, SOC2 and HIPAA controls

  • Budgeting / P&L / Cost Control
  • Financial Analysis & Modeling
  • Cost Modeling & Control
  • Revenue Growth
  • Licensing & Contracts

  • Mergers, Acquisitions & Integrations
  • M&A Integration Management
  • IMO Leadership
  • Integration Planning
  • Functional/Technology Assessments
  • Internal and External Auditing
  • TSA/APA Contract Negotiation
  • Program and Workstream Execution
  • Post Close TSA/APA Enforcement
  • Multi-unit Operations Integration
  • Cost & Revenue Synergy Realization

  • Customer Lifecycle Management
  • Customer Segmentation
  • Sales & Marketing Support
  • Socialization & Promotion
  • New Logo Acquisition
  • Upsell/Cross-Sell Campaigns
  • Up-The-Stack Positioning
  • Revenue/Churn Stabilization
  • Strategic Customer Roadmaps

  • Product Lifecycle Management
  • Product & Service Development
  • Product & Service Management
  • Product Catalog Rationalization
  • Go to Market Analysis & Planning
  • Plan-Build-Run Design & Delivery
  • Cost-Benefit Analysis
  • True Cost of Delivery Modeling
  • Implementation Capacity Planning
  • Sales & Marketing Positioning

  • Change Management
  • Continuous Improvement
  • Licensing (SPLA, SaaS)
  • Enterprise/Datacenter Architecture
  • Public/Private/Hybrid Cloud
  • SaaS/PaaS
  • Server Infrastructure
  • Network Infrastructure
  • Security Risk Management
  • Identity Management
  • Backup Management
  • Disaster Recovery


  • In the two years I have had the opportunity to work with John, I can say without reservation that John is an exceptional leader with tremendous integrity. Not only does John exhibit mastery in his core role, he leads from the front in everything he does, enrolling others in the vision of high performance. His communication style is clear, concise & compelling, and his ability to build teams is a true hallmark. John's rare mix of relationship building, productivity & passion sets a great example for all the teams around him and explains why John is so highly valued, as well as respected within the organization.

    Randall Hughes, Vice President of Sales at Greystone Technologies
  • John’s warm and inviting personality immediately caught my attention upon my becoming part of the Synoptek family through the EarthLink IT Services acquisition. John’s positive attitude, clever sense of humor and an unending willingness to help work together to make his results-driven approach both effective and inspiring. One unique trait that I quickly learned about John is his ability to make informed decisions by quickly sifting through an abundance of information and honing in on the pieces that truly matter. John also consistently leads by example and has mastered the art of holding others accountable. John was one of the main reasons that I jumped at the opportunity to join the MA&I team at Synoptek.

    Scott Simard, Mergers & Acquisitions Strategist at Synoptek
  • I had the pleasure to work with John during my time at Synoptek. I found John to be extremely professional and passionate about the company and his role within the company. John was always one of the guys that I could count on to get stuff done! He excelled in his organizational skills and being solutions driven. I truly enjoyed my time working with John and would recommend him to anyone that asked. He would make a great asset to any company!

    Craig Brechner, CEO, Investor and Operator of Technology Companies
  • John’s organizational skills and adherence to “logical” process permits him to get multiple projects done, and correctly completed, the first time. His competencies include extensive technical knowledge, but he never loses touch with the overall business objective and perhaps most importantly the goals of the organization. His understanding of how business processes and people relate to technology has made him a critical asset in his MA&I role. He took diverse processes, culture and technology platforms and quickly organized everything into a cohesive set of high-performance units.

    Michael Brinks, Director of Marketing at Synoptek
  • John is a consummate professional. His business acumen, the way he handles difficult situations, his treatment of others (whether it be those who report to him, clients, or C level executives) is above reproach. He excels at developing meaningful relationships with clients, delivering strategic solutions that meet the need (both in the moment and in the future roadmaps he develops) whilst keeping the most important factor in play...being a TRUSTED advisor, is an amazing skill he possesses. That is a HARD role to play, and John does it with aplomb.

    Clark Cunningham, Business Development/Capture/Partner Account Director at CA Technologies
  • I have had the privilege of working with John for the last several years at Critigen/Synoptek. John is one of the most respected individuals in the company. His technical knowledge is unsurpassed. He also has a unique ability to bridge the gap between technology and business drivers. This allows John to not only represent correct technical recommendations but also justify technical investments by non-technical decision-makers. He represents quite well at executive and technical levels. John sets a great example within the company. He has a great work ethic. John is a great leader and Synoptek employees are happy that he is on our team.

    Martin Gossen, Sales Executive at Synoptek
  • I've had the pleasure of working with John for just over 3 years now and through several departmental and company mergers. “I think that counts as 10 work years.” John has always been a go-to person for various technical and business acumen, but also because he is a very approachable and grounded. Even after all the challenges we have faced through new clients, company acquisitions, and strategies, his dedication to motivating and educating his colleagues and managers is commendable. If you are hiring for success, then you want to get in touch with John.

    Jeff Shanklin, Client Services Principal at Sungard Availability Services
  • Over the past 5 years, I have had the tremendous opportunity to work with John on a number of projects. His ability to manage complex issues and find creative solutions to security, networking implementation & management issues is outstanding. He provides his customers and peers with a technical resource second to none. More important than his technical proficiencies, John is a gentleman who treats people with respect and integrity!

    Jim Hoyt, Cofounder, President at IP Silver
  • The simple fact is the John is a game changer for any organization. Today, John is a powerhouse of business insight, trends, and strategy; a wiz with financials and contract nuances; a manager of people and projects who inspires, leads, organizes… and gets things done. Earlier in his career, John was a bona fide information technology genius with a breadth and depth of knowledge I’ve only seen in a couple of other people. Bottom line: you want him on your team.

    Jonathan Cornwell, Cofounder, Director of Marketing at X2Delta
  • John has provided a wide range of IT consulting services to for the past ten years. He is a master of many skill sets including network/system administration, programming and desktop support. He built out and managed our entire IT infrastructure and maintained a 99.99% uptime. John handles himself very professionally and is very detail-oriented. His wide range of knowledge was a great asset to our company as we built out our IT dept. I strongly recommend John Moyles.

    Brett Spodak, CEO, Owner of
  • I had the pleasure of working with John over the course of 2 years and would welcome the chance to work with him again. Reliable, results-oriented, and wickedly funny are terms that come to mind when I recall our working relationship. If you are looking for a highly-capable, self-motivated and accountable techno-geek-with-a-personality, you should call John.

    T.J. Chandler, Managing Director APAC at Gigya
  • I've worked with John on many projects over the past 5 -plus years. John has proven to be a fantastic asset to our company (as Breckenridge Communications and now as Red Door Interactive) and different project teams, bringing deep expertise and spot-on execution.
    I consider John to be one of our best sources when it comes to our most important technical projects - from overall architecture, down to the most critical line of code. I am always comfortable when he's on board a project team and I highly recommend John for any type of technical effort.

    Truman Esmond, Vice President, Membership Engagement & Technology at AAIS
  • If you want to get your job done with a solution that is state-of-the-art, practical, and cost-effective, then John should be your choice. He has an uncanny ability to find the right logic, very quickly.
    Did I mention that he is brilliant without arrogance?

    Reid Cornwell, Chief Scientist/Director at The Center for Internet Research

Get In Touch.

Feel free to reach out to me directly using the phone number or email address shown below!