About

Four different careers taught me the same lesson: expertise from one field becomes an asset in the next only if you're willing to unlearn as fast as you learn.

I started in electrical engineering — building DSP hardware and firmware for defense, then managing a Wall Street trading-turret software team. From there I founded and ran an IT consulting firm for a decade, serving the U.S. operations of Samsung, LG, Daewoo, and POSCO, before becoming CSO through a cross-border merger. Somewhere in the middle of that, I also planted and led a congregation in Manhattan, earned a doctorate in ministry, and spent two decades coaching executives and pastors through organizational change.

I'm doing it again right now, as a bicultural polymath building AI-powered SaaS products on Next.js, Supabase, and Microsoft Azure — and picking up Scrum, data analytics, and Power BI certifications along the way, because the fastest way to lead a technical team is to sit down next to them.

I don't think of this as reinvention. What I've actually done, four times now, is closer to histolysis — the process a caterpillar's body goes through in the chrysalis, where the old tissue has to genuinely break down before the new form can take shape. Whatever DNA carries the instinct toward structural inertia, mine seems to carry the opposite one: metalearning — the capacity to dissolve what I already know how to do, in order to become fluent in what comes next.

I wrote Dancing in the Wind: An Adaptive Leadership and Organizational Development Framework in the Age of AI about this, because I kept watching leaders assume their expertise would transfer automatically into the AI moment. It doesn't. The transferable skill was never the expertise itself — it was the practice of reading a new system honestly and moving fast without needing to already be right.

Four careers taught me to read the wind. Now I build with it. And I dance in the wind.