Curriculum Vitae
I find where things break, then build what fixes it.
My first job was in civil engineering, on soil and foundation work for public infrastructure across Southern California. What that work taught was less about engineering than about verifying what was actually underneath before anyone committed to building on top of it. That instinct transferred across industries, healthcare, e-commerce, nonprofit, recruiting, and industrial operations, and into information: finding where a process breaks between two teams, understanding the real cause, and building the fix rather than describing it. That is the through line. The industries are where it has been tested.
Outcomes
Every number here comes from the client's own before-and-after reporting, not a formal study. I say that once, here, so I don't repeat it on every card. Open a card to see what changed and why. Two results that came from building something rather than advising on it are in the Built section below.
220+ Permanent placements at 90 percent 12-month retention Talent
Measuring recruiters on speed to place quietly selects for the wrong thing. Fast acceptors are not the same as candidates who stay.
Retention became the metric, with automated screening doing the routine filtering underneath. One medical staffing rebuild proved the assumed tradeoff was false: placements ran 50 percent faster and retention still held.
Across these engagements the approach produced 220-plus permanent placements at 90 percent retention at twelve months. The count is cumulative across several years, not a single role.
45% Average return across 25+ paid campaigns Growth
No one could say what was working. Paid advertising across client accounts was being bought as a channel rather than run as a system, so spend outran the ability to evaluate it.
Research into which products actually had room to win, an opportunity score weighing demand against existing competition, came before any ad spend. That same research made it possible to bid below where competitors were paying and still win the placement.
More than 25 campaigns ran at about 45 percent average return, blended across Amazon, Walmart, Meta, and Google accounts.
100K in 30 days A new brand’s first month, launched at the start of the pandemic Growth
A new e-commerce brand launched with no track record, no existing traffic, and no time to learn by trial and error. The market it launched into had just changed overnight.
The product-research and campaign process already proven on established accounts applied to a brand starting from zero. The open question was whether it worked fast enough with nothing to build on.
The brand crossed $100,000 in revenue within its first 30 days.
35% Engagement lift across 15 UNICEF WASH country programs Nonprofit
Performance gaps between WASH regions kept appearing with no clear cause. The assumption was creative quality. The real reason was structural.
Regional teams were already making good local adaptations. None of it was getting back to central planning, because the feedback path did not exist. Standardizing the handoffs between regions and the center, rather than the output, was what held fifteen countries together as one campaign.
Once a return path existed, engagement rose 35 percent and reach 40 percent across fifteen country programs. The regional differences that were working stayed intact.
25% Cost reduction across multi-site clinic operations Healthcare
A pain management practice grew to several locations. Over time each site changed the shared process in its own way. Costs went up and patient experience got uneven.
The divergence lived in the handoffs between scheduling, intake, and billing. Not inside any one team.
Standardizing those handoffs, while leaving local decisions local, cut cost 25 percent with no drop in experience scores.
20% Project delays cut when the handoff between field and office got a single owner Industrial
An industrial power distributor ran payroll and project coordination the way it always had. A hundred field technicians reported hours by email. Errors were treated as a training problem.
The errors clustered at the handoff between HR, payroll, and project management, not inside any one team. No single person owned the boundary where work crossed between them.
Automating that handoff cut payroll errors by 25 percent and project delays by 20 percent. Same people, same tools, the same work finally arriving where it needed to go.
Capabilities
Ordered by emphasis, with a note on where each one was built. No scores: a self-assigned number out of a hundred is not something a reader can check.
Tools
What the work actually runs on, grouped by domain. Hover any chip to see the brand color.
Tools
Built
Hope for Americans
Seven free tools for everyday life, no ads and no trackers. A reader for new mothers, a provider guide for parents of neurodivergent kids, and a local resource directory for Flagstaff. Community funded.
Clinic scheduling assistant
Read from live practice data to handle routine scheduling and reminders. Cut admin calls 65% with no added headcount. Built for a multi-site pain management practice.
Demand forecasting for reorder
Turned sales history into reorder recommendations for a distributor running on gut feel and lagging reports. Stockouts fell from 30% to under 5%.
Candidate screening and matching
Pattern-matching model that took the first-pass resume screen so recruiters worked the shortlist instead of the pile. 50+ engineers onboarded in 18 months, senior retention up 35%.
Productized marketing delivery
Packaged a product-research and campaign system so small businesses could access it at a price that worked. Ran across 100+ client engagements over eleven years before Sherwood Digital was sold in 2025.
Trajectory
A record of skills acquired, not a list of employers. The company is context. The skill is the part that transfers. Several of these ran at the same time; Sherwood Digital, in particular, started in 2014 and ran underneath everything else until it was sold in 2025. The pattern repeats: find a fix, prove it holds across enough clients to trust it, then move to the next problem worth that kind of proof.
2011–2016 Verifying what the ground was doing before anyone built on it AESCO, staff engineer and project manager Southern California +
Geotechnical and safety work on public infrastructure: a rail undercrossing, a high-voltage transmission line, and a countywide emergency communications buildout.
Soil analysis, foundation work, and field inspection across three public infrastructure programs. The largest was LA-RICS, a Los Angeles County emergency communications network planned across roughly 231 sites, most of them sheriff and police stations, where I ran soil analysis, drilling oversight, and safety inspection on more than 100 sites as a subcontractor to General Dynamics. The same years covered the Sand Canyon Avenue grade separation in Irvine, a $55.6 million OCTA and Metrolink undercrossing, and Southern California Edison’s Tehachapi transmission project through the Antelope Valley. Smaller work too: a Huntington Beach street closure over a bump in the road, where pulling up the asphalt found a shifted manhole and a void in the soil underneath. Different clients, different scales, one job underneath all of it. Find out what the ground is actually doing before anyone commits to building on top of it.
2013 The same three gaps in every startup that had a plan but no process FastStart Studio, incubator Irvine, California +
The first time the same structural gap appeared in companies with nothing else in common. Everything after this runs on that observation.
Every company in the incubator had a plan and no process, and three gaps repeated across all of them: nobody owned the handoff between marketing and product, onboarding had no single owner, and customer follow-up lived in someone’s memory. Rather than diagnose each company from scratch, the same three fixes went in on arrival, sized to whatever stage that company was at. New teams reached working operations in weeks rather than months. The pattern that showed up here, the same structural gap appearing in companies with nothing else in common, is the same one that showed up in every industry after it.
2014–2025 A digital marketing practice run on analytics instead of instinct Continuous practice Sherwood Digital (viasherwood.com), principal Los Angeles, California, then remote +
Eleven years, more than 100 clients, one method: measure what moves engagement, then spend against that. Sold in 2025.
Paid acquisition, e-commerce storefronts, and campaign strategy across Amazon, Walmart, Meta, and Google. The method that separated it from the agencies chasing the same accounts started before any spend: score product demand against existing competition to find where there was room to win, which is also what made it possible to bid under competitors and still take the placement. Campaigns then ran as engagement tests, varying creative, audience, and placement deliberately so a result explained why it happened. Over more than 100 client engagements that produced 25-plus campaigns at roughly 45 percent average return, a new brand taken to $100,000 in its first 30 days at the start of the pandemic, and project turnaround down about 30 percent once the operations behind each launch were documented rather than improvised. The practice sold in 2025.
2015–2018 A six-week trial contract that became three years UNICEF WASH, marketing strategy (Sherwood Digital client) Global program, New York HQ +
An engineering background, not a marketing one, won the account: reading what actually drove engagement instead of guessing at it.
Most of the other marketers on this account led with creative. The pitch that won it led with data: what content was actually driving engagement across fifteen countries, measured rather than argued from a deck. That came from an engineering and computer science background, and it was the edge nobody else on the account had. A six-week trial contract turned into three years. The recurring problem turned out to be structural rather than creative, with performance gaps tracing back to broken feedback paths between regional teams and the center. Building that return path lifted engagement 35 percent and reach 40 percent across all fifteen programs.
2016–2018 A hundred people in the field and no way to see what any of them were doing CIK Power Distributors Orange County, California +
Came in through the General Dynamics work. Same instinct as the soil work, applied to information instead of ground.
CIK installed carrier equipment on cell towers for T-Mobile, Sprint, and Verizon, and I came to them through the General Dynamics work. Roughly a hundred field technicians were reporting hours by email. Budget reports and payroll ran the same way, so a project manager holding all the real information was permanently being chased by billing and HR for numbers that existed nowhere but in their inbox. Nothing was centralized because nobody had ever built the place to centralize it. Putting in tracking that both the field and the back office could see cut payroll errors by 25 percent and project delays by 20 percent, with the same people and the same tools. The parallel to the soil work was not obvious to me at the time: on the towers I was verifying what was actually underneath before anyone built on it, and here nobody could see what was actually happening before they billed for it.
2017–2018 Screening 50+ engineering hires with a model instead of a reading pile Blackbox AI Remote +
Used ML to filter candidates and find patterns in data. The start of the technical work.
Manual resume review could not keep pace with hiring AI teams at the rate the company needed. Building a pattern-matching model to do the first-pass screening let recruiters spend their time on the shortlist instead of the pile: more than 50 engineers and developers were onboarded in 18 months, and senior talent retention rose 35 percent once matching weighted team fit as heavily as technical skill.
2019 An input audit in front of every model Sherwood Digital, data and forecasting work Remote +
The screening model from Blackbox generalized into forecasting and automation work. The habit of trusting its input did not.
The pattern-matching approach built at Blackbox carried into inventory forecasting and process automation for other clients. The assumption that came with it, that the source data was sound, did not survive the first few engagements. Checking input completeness and consistency became a fixed step ahead of any model build, and in some cases it ended the build, because the data could not support the question being asked of it. The forecasting work that cleared the audit went on to cut stockouts at one e-commerce client from roughly 30 percent to under 5.
2020 Root-causing a two-team problem at a medical distributor medical e-commerce client Remote, US-based client +
Slow support and frequent stockouts looked like two problems. Tracing a month of tickets showed they were one.
The business had proposed two new hires to fix slow customer service and frequent stockouts separately. Tracing a month of support tickets showed a single cause: stock state was not visible at the moment a customer asked about it. Response time fell from 24 hours to 2, stockouts from 30% to 5%, and operating costs by 30%. Neither hire was made.
2021 Reweighting a recruiting pipeline around retention Remotual, senior recruiter and operations consultant Remote +
The hiring metric was selecting for the wrong candidates.
Measuring recruiters on time-to-place was selecting for candidates who accepted quickly, not candidates who stayed. Reweighting the process around twelve-month retention, with automation handling the mechanical screening, produced 90% retention and 50% faster placements at the same time.
2022 Standardizing four clinics running four different processes pain management practice Remote, US-based client +
Costs were rising and patient experience was diverging by location.
Each location had evolved its own version of the same process as the practice expanded to several locations. Standardizing the handoffs between scheduling, intake, and billing, while leaving local decisions local, cut costs 25% without a drop in patient experience scores.
2025–present Full time on the problem that sits between two teams Continuous practice independent practice Flagstaff, Arizona +
Sold the practice built since 2014 to work full time on the harder version of the same problem. Currently taking fractional, advisory, and project engagements.
Sherwood Digital, built and run since 2014, was sold in 2025 to do this full time. A typical engagement starts with both sides of a broken handoff already visible and already blamed on each other. The work is finding what is actually causing it, most often something structural that neither team owns, and building or redesigning whatever fixes it at the seam rather than on one side of it. Fractional, advisory, or project scope depending on what the problem calls for. Independent, based in Flagstaff, working remotely.
Published work and credentials
The working papers below are the independently verifiable half of this record. Each analyzes public government data, states what it does and does not support, and ships with the code to reproduce it.
Education
The Architectural Engineering degree is the formal credential behind the AESCO work and the instinct that transferred into everything after it: a trained eye for where structure meets reality, and what happens at that boundary when one side does not know what the other is doing.
Where this helps most
Working across many fields only helps with one kind of problem. Being clear about that is the point. It's what makes a generalist useful instead of stretched too thin.
- A problem sits between two teams, and each one can point to a real failure caused by the other.
- You've already tried a few sensible fixes and none worked. That usually means the problem is being described wrong.
- The same issue keeps showing up in parts of the business that seem unrelated.
- You need someone to find the real problem first, not just another pair of hands to run a plan you already doubt.
- You already know the problem and just need people to do the work.
- The answer depends on specific legal or regulatory rules.
- You need deep expertise in one industry's technical details, the kind that takes ten years to build.