About

From the field to the boardroom

I've spent twenty years where physical infrastructure meets delivery risk — designing it, controlling it, and now governing it with AI. That path runs across four countries and two disciplines most people keep separate: engineering and finance.

My career began in 2003 as a site engineer in India, learning how projects actually get built before I ever managed one. From there I moved to the United Kingdom, where I spent the better part of a decade as a design and project engineer on some of the country's most demanding programs — mission-critical data centres for a major bank, national rail infrastructure, defence estate redevelopments, urban regeneration, and international aviation work across Europe and the Middle East.

Then I made a deliberate pivot. I left engineering to earn an MBA in international business at Brandeis University in Boston, because I had seen how often good projects failed not on the technical side but on the financial and governance side. That combination — an engineer who also speaks the language of capital, risk, and portfolio strategy — has defined everything since.

The engineering firm years

I joined a major national engineering firm in 2012 and started on what would become the defining program of my career: a multi-billion-dollar transmission reliability program — one of the largest capital infrastructure programs of its kind. I served first as Risk & Change Manager, then as Project Controls Manager, owning integrated cost, schedule, document, and risk controls for a large, multi-contract regional program. It was delivered on time and under budget.

Since then I've led project controls and portfolio governance for major utilities across New England and beyond, built portfolio management platforms that give executives real-time visibility across entire investment programs, and progressed to Section Manager in the Construction Design-Build practice, leading multidisciplinary teams that support the energy and infrastructure sectors.

What I focus on now

The infrastructure world is entering a period where demand — driven heavily by AI and electrification — is outpacing our ability to deliver. Power availability, supply chains, and escalation risk are becoming board-level concerns. I believe project controls has to evolve from a monthly reporting function into a predictive, AI-enabled executive decision system. That belief is where I spend my energy: building the tools, frameworks, and governance that let leaders make better capital decisions, sooner.

I hold a PMP certification, SAFe Lean Portfolio Management certification, and I'm a member of AACE International, where I serve on the Connecticut Section board of directors.