About

I was raised between Taiwan and the US, and spent two years living and working in Shenzhen before coming back stateside. That biography isn't a fun fact. It's the operating system underneath everything else on this page.

I've spent 15 years at the intersections of creativity, operations, and culture, building teams, functions, and systems across contexts most people don't get to see from the inside. I built the project management function across 8 APAC markets from Shenzhen, delivering contribution margins consistently 10 points above target. I've led integrated campaigns that earned a Cannes Gold Lion. I co-founded a classical music nonprofit that's now in its 11th year, four years after I stepped back from running it. And I've spent more hours than I can count navigating what happens when Western operating models hit APAC contexts and everyone wonders why the playbook isn't working. (The playbook was never the problem.)

The common thread across all of it: walk into the room, figure out what's actually going on underneath what people are saying, and create the conditions for a cross-functional team to move forward together. Then get out of their way. If I had to name the job, it's integration leader. Not a title anyone's ever given me. Just the thing I keep ending up doing.

Today I work at the intersection of AI transformation and organizational change, the space where technology promises one thing and people experience something else entirely. There's a pattern underneath AI resistance that I keep finding across very different contexts. The same identity disruption shows up in veterans returning from deployment, executives approaching retirement, and mid-career professionals watching AI restructure the expertise they built their career around. It's not a technology problem. It's a "who am I now" problem. I call it the Identity Layer, and I write about what I find there.

Clarity before speed. I'd rather spend an extra day making sure we're solving the right problem than move fast on the wrong one. Efficiency on the wrong problem is just expensive motion.

I translate between worlds. Strategy and operations. Creative and data. Headquarters and the market three time zones away where the work actually happens. Most organizational friction isn't disagreement, it's different languages describing the same thing. I make them make sense to each other, and then I build the scaffolding so teams can keep moving after I leave the room.

Three kids in Ohio with my wife Megan. Photography is my creative outlet (Sony A7 IV, mostly studio portraits and whatever my kids are doing). The violins keep reminding me they deserve a tune-up.

Field Notes, field-tested thinking from the messy intersections of people and systems under pressure. No silver bullets, no frameworks presented as gospel. Just what I'm learning in practice, written the way I'd explain it to a sharp colleague over coffee.

If the résumé shows the results, this space shows the thinking shaped by the hard parts.