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Product-Led AI Founder | Growth & Scaling Architect | AI for Spend, Pricing + Supply Chain Optimization | Industry GTM
Most AI products do not fail because the technology is weak. They fail because no one turns the technology into a business system people trust, use, and buy. That is where I work. I build AI products from the ground truth of enterprise operations: messy data, fragmented systems, unclear ownership, rising costs, and executives who need better decisions every month. For more than a decade, I have worked hands-on across enterprise BI, reporting, master data, governance, analytics, visualization, machine learning, and data science. I have built systems that turn operational complexity into visibility, insight, and action. That experience led to TekLedger.ai. TekLedger.ai was born from a problem I lived as an operator: vendor spend kept growing, software costs were hard to explain, renewals were hard to manage, and leaders lacked a clear view of what was used, duplicated, underutilized, or wasted. The product is built for CIOs, CTOs, CFOs, and operators who need AI-driven visibility into vendor spend, cost optimization, pricing, supply chain decisions, and enterprise accountability. With Aha.Guide, I am building in a different AI frontier: hospitality, destinations, and events. The work centers on an emotional data layer that captures authenticity, context, intent, and human feeling, then brings it into mobile-first experiences, text-to-speech interactions, and personalized discovery. Because the next wave of AI should not only be intelligent. It should feel trusted, relevant, and human. I also work with AI and technology companies on industry GTM, product-market translation, and growth strategy. Many teams have strong architecture, models, and demos. What they need is the bridge to market: the buyer narrative, use case, executive conversation, implementation path, and commercial model. My edge is the combination of enterprise operator experience, product-led founde
Pratt Institute
MS, Computer Science
N/A – Present
Pratt Institute
Bachelor of Science, Electrical Engineering
N/A – Present
Tier-1 VC-Backed AI Analytics Company | Silicon Valley
Strategic Enterprise & GTM Advisor | Enterprise AI Platform
January 1, 2026 – Present
New York, NY · Hybrid
Vortx.ai
Co-Founder, Co-CEO
July 1, 2025 – February 1, 2026
New York, New York, United States
CIOs For CIOs
CoFounder | CIOs for CIOs
January 1, 2025 – February 1, 2026
New York, United States · Hybrid
AIRONCLAD STRATEGIC ADVISORS
Founder | Enterprise AI Systems & Applied Intelligence Architect
November 1, 2024 – Present
New York City Metropolitan Area · On-site
Goya Foods
CIO, Head of Information Technology
June 1, 2015 – October 1, 2024
Goya Foods
Advisor/Consultant
December 1, 2008 – January 1, 2016
SB3 Inc
Managing Director
July 1, 2004 – January 1, 2016
Ridgewood, NJ
CAM Systems
Vice President
January 1, 2002 – January 1, 2004
MiTRA Technologies
President & Founder
January 1, 1998 – January 1, 2002
New York, NY
SGI
Systems Engineer
January 1, 1994 – January 1, 1998
NCR Teradata
Systems Engineer - Consultant Professional Services
January 1, 1990 – January 1, 1994
New York, United States
EBASCO / Raytheon
Electrical Engineer Power Systems
January 1, 1989 – January 1, 1990
New York, NY · On-site
Case Study: Modernizing Internal Data Centers for Resilience, Safety, and Scalability
January 1, 2024 – January 1, 2024
What We Found Our internal data centers, built into office locations, were never designed for the scale and criticality they eventually supported. As digital operations grew, so did the risks: aging UPS systems, inconsistent cooling, poor airflow, and limited failover design. A deeper evaluation revealed that what we had wasn’t just outdated—it was exposing the business to unacceptable operational risk. Our Approach We launched a full infrastructure and power audit to assess the viability of maintaining internal data centers. The focus was to identify vulnerabilities, remediate what we could, and create a roadmap for long-term resiliency—whether through upgrades or colocation migration. We evaluated: Power capacity and failover systems (UPS, generator readiness) Cooling efficiency and airflow design Access security and fire suppression readiness Environmental monitoring and alerting capabilities Physical layout and infrastructure redundancy Top Risks Identified: No N+1 or 2N power redundancy Aging or unsupported UPS hardware No fire suppression or non-DC-rated systems Unsecured physical access points Lack of environmental monitoring (temp, humidity) Inability to maintain uptime during maintenance Cabling issues affecting airflow No structured disaster recovery test history Overloaded circuits with no predictive alerting Mixed-use environments (prod/test in same rack) Results Remediated priority risks via targeted hardware and design upgrades Created a formal baseline for environmental and power standards Recommended migration of sensitive workloads to colocation for 24x7 SLAs Converted internal conversations from “if” to “when” on DC modernization Outcome The project provided clear visibility into internal data center risks and costs, empowering leadership to act with confidence. Infrastructure becomes a proactive asset—no longer a silent risk.
EDI Modernization – From Legacy AS400 Extol to Cleo Integration Cloud
January 1, 2022 – January 1, 2024
What We Found The organization’s EDI platform, built on legacy Extol, was outdated, inflexible, and increasingly unreliable. EDI support was fragmented, with no formal team, no 24x7 coverage, and a backlog of unresolved service tickets stretching back years. Transaction failures often went undetected, disrupting communication between sales, vendors, customers, and logistics. Our Approach We led a full-scale EDI modernization initiative, replacing Extol with Cleo Integration Cloud while institutionalizing EDI as a core operational function. At the same time, we built an internal EDI department, created a 24x7 support desk, and unified key business units around a single source of transactional truth. Execution Highlights Migrated all vendor and customer EDI connections to Cleo with zero disruption Onboarded 100% of trading partners across procurement, sales, logistics, and customer service Cleared a multi-year backlog of unresolved tickets, restoring partner trust and service continuity Established a dedicated EDI department with clear ownership, documentation, and escalation protocols Launched a 24x7 service desk to monitor, support, and continuously improve EDI operations Integrated Cleo with ERP, WMS, and TMS systems to deliver real-time visibility and traceability Connected internal sales, vendor, customer service, and logistics teams around streamlined workflows Results Partner onboarding time cut in half 100% of critical documents (POs, ASNs, invoices) monitored and supported in real-time Backlog eliminated; service tickets now resolved with SLA-driven discipline Business users gained visibility into EDI status, improving coordination and response across teams Outcome We didn’t just modernize EDI—we made it a strategic asset. With Cleo and a 24x7 team in place, EDI became a high-availability service that connects the entire supply chain and drives business performance.
From Legacy iSeries to Modern ERP – National Rollout of Infor M3
January 1, 2022 – January 1, 2024
What We Found The organization was operating on an outdated version of Infor Lawson S3, with fragmented processes across finance, procurement, production, and distribution. As the business expanded, limitations in scalability, traceability, and multi-site visibility created operational inefficiencies and compliance risks. Each U.S. location had its own workflows and security models, but corporate lacked an integrated view of enterprise performance. Our Approach We initiated a two-phase strategy: upgrade the existing Lawson S3 system for short-term stability, while preparing for a full ERP transformation using Infor M3. The goal was to create a unified, cloud-ready ERP platform tailored for food manufacturing and distribution—with centralized governance and localized control. Execution Highlights Stabilized Lawson S3 to maintain continuity during the planning phase Designed and executed a national rollout of Infor M3 across all U.S. manufacturing, warehouse, and distribution centers Integrated modules for finance, procurement, production, inventory, quality, and warehouse operations Configured location-specific security and compliance workflows to reflect site-level needs Led cross-functional data migration, testing, training, and change management programs Key Decisions Infor M3 was selected for its out-of-the-box fit for food processing—reducing customization time and cost. Its support for multi-entity, recipe-based manufacturing and real-time inventory visibility made it the right foundation for future growth. Results The organization successfully transitioned to a modern ERP backbone, consolidating all core business functions under one platform. M3 enabled real-time data access across locations, improved inventory accuracy, streamlined procurement, and ensured compliance—all while preserving the unique operational needs of each site.
MDM + PIM: Product Content Modernization Across Supply Chain and Ecommerce
January 1, 2022 – January 1, 2024
Overview To support omnichannel growth, the organization modernized its EDI infrastructure, implemented a global data sync (GDSN) strategy, and launched a full-scale PIM initiative with 1WorldSync—improving product data quality, digital content management, and partner collaboration across the enterprise. By Need Create Impactful Product Content Implemented 1WorldSync PIM to centrally manage item descriptions, claims, images, dimensions, and regulatory info Added high-quality product photography to drive ecommerce engagement and retailer compliance Distribute Content to Retailers & Distributors Leveraged GDSN to push accurate, standardized product data to all retail and wholesale partners Automated product setup and eliminated delays caused by missing or inconsistent attributes Receive Content from Suppliers Enabled inbound item data validation and synchronization to reduce data re-entry and errors in master data systems Improve E-Commerce Store Content Integrated enriched PIM content into digital platforms and product feeds for D2C, B2B, and marketplace channels Ensured consistent product storytelling, branding, and compliance across channels Standardized item-level and case-level barcode content to meet GS1 and customer-specific requirements, enabling traceability and shelf-level accuracy By Roles Marketing & Sales Gained a single source of truth for product content, enabling faster campaign launches and shelf-ready materials Improved time-to-market for promotions, new items, and seasonal SKUs Master Data Centralized governance for item data across ERP, WMS, and ecommerce Reduced duplicate records and enhanced auditability Merchandising Enabled automated item onboarding and content compliance with major retailers Reduced item setup rejection rates and turnaround time E-Commerce Managers Delivered rich, accurate, image-supported content for online catalogs Improved SEO, conversion rates, and customer satisfaction with better digital shelf presence
Building an Enterprise Cybersecurity Program from the Ground Up
January 1, 2019 – January 1, 2024
Case Study: Building an Enterprise Cybersecurity Program from the Ground Up What We Found As the business expanded, its cybersecurity posture remained fragmented—driven by tactical fixes, minimal visibility, and no centralized ownership. Security was treated as a backend IT issue, not a core business risk. The lack of clear governance, response protocols, and defined roles left the organization vulnerable to growing cyber threats. Our Approach We led the creation of a formal, enterprise-wide cybersecurity program—starting with establishing a dedicated team and gaining buy-in from executive ownership. The focus was to build foundational capabilities, improve operational readiness, and embed security into daily business operations. Execution Highlights Built a dedicated cybersecurity function, hiring for key roles in risk, operations, and incident response Developed an enterprise security framework aligned with industry standards (NIST, ISO) Partnered with ownership to establish clear security governance, risk priorities, and accountability structures Implemented identity and access controls, endpoint detection and response, and network threat monitoring Created a formal incident response plan, including dry-run exercises tied to broader DR/BCP processes Rolled out security awareness training across departments, including phishing simulations Launched a vendor risk management process to assess and monitor third-party exposure Results Elevated cybersecurity from a reactive IT task to a business-owned discipline Improved detection, response, and recovery capabilities across the organization Reduced operational risk exposure and improved audit readiness Strengthened internal awareness and ownership of cybersecurity responsibilities Outcome The company transitioned from a fragmented security posture to a proactive, business-integrated cybersecurity program—with clear ownership, defined processes, and a strong foundation for future maturity and compliance.
Order Management Modernization – Mobile, Intelligent, and Fully Paperless
January 1, 2018 – January 1, 2024
What We Found The existing order management process was slow, manual, and fragmented. Field reps relied on paper forms, had no real-time access to inventory or pricing, and lacked structured sales planning tools. Order errors, delayed processing, and missed promotional opportunities were common, especially in fast-moving field environments. Our Approach We led the complete modernization of the Order Management System (OMS), designing a mobile-first, platform-agnostic solution that enabled intelligent order capture, promotional integration, real-time inventory visibility, and fully paperless weekly sales planning. The system supported offline functionality and ran on tablets, iPads, and PCs. Execution Highlights Enabled mobile ordering with offline sync and cross-device compatibility Integrated real-time inventory, customer-specific pricing, and promotional logic into ordering workflows Replaced printed route books with digital sales planning and route optimization tools Implemented barcode scanning for rapid and accurate order entry Introduced smart ordering suggestions based on purchase history, inventory levels, and active promotions Deployed role-based reporting and dashboards for sales reps and managers Integrated seamlessly with ERP and legacy backend systems for clean, traceable order processing Results Sales reps could fully plan routes, place orders, and manage customer visits without paper Order entry time was significantly reduced; error rates dropped through built-in validation Planning and execution became more agile, proactive, and data-driven Promo compliance improved, and sales effectiveness increased in the field Streamlined order flow from capture to fulfillment, with better system-wide visibility Outcome The new OMS empowered the entire sales force with mobile, intelligent tools—transforming order capture and field execution into a real-time, paperless, and high-performance process aligned with the speed of business.
Enterprise ERP Evaluation & Selection for National Food Operations
January 1, 2017 – January 1, 2018
What We Found The organization was running on Infor Lawson S3—a legacy ERP that no longer supported the complexity of its national food manufacturing and distribution business. Local offices had distinct operational models and security needs, but corporate lacked centralized control, visibility, and modern functionality to scale efficiently. Our Approach We led a full ERP evaluation and selection initiative to identify a modern platform that could unify the U.S. operations without compromising local autonomy. The goal: replace Lawson S3 with a purpose-built solution for food process manufacturing and distribution. Major vendors including Microsoft, Oracle, SAP, and Infor were evaluated. After a rigorous RFP and demo process, SAP S/4HANA and Infor M3 emerged as finalists. Key Evaluation Criteria Industry fit for food manufacturing and distribution Support for multi-site operations with local security controls Total cost of ownership, licensing model, and implementation support Time-to-value and vendor expertise ROI potential within a 3–5 year window Decision & Justification We selected Infor M3 based on projected ROI and overall cost-effectiveness. M3 provided a strong industry fit out of the box—reducing the need for customization. Its native support for recipe-based production, warehouse management, compliance, and traceability allowed us to accelerate deployment while keeping costs controlled. Results With M3, we laid the foundation for a centralized ERP that respects local operational needs. The system aligned financials, manufacturing, and distribution across sites, while delivering strong ROI based on reduced manual processes, better inventory visibility, and improved planning accuracy
Success Story: Co-located Data Center - Building Our HA/DR Strategy from the Ground Up
January 1, 2015 – January 1, 2016
Success Story: Building Our HA/DR Strategy from the Ground Up When high availability and disaster recovery became non-negotiable, we knew our existing infrastructure wouldn’t cut it. The goal was simple on paper—create a secondary data center to support HA/DR. But the path to execution involved navigating technical, operational, and cultural complexity. We began with a wide-ranging evaluation of colocation facilities across the NYC metro area. After visiting multiple providers and reviewing dozens of SLAs, connectivity options, and risk profiles, we selected a world-class facility—100 miles outside NYC—with Sungard as our strategic colocation partner. At the same time, we pushed through internal resistance to build out an on-premise data center at a regional office location. It wasn't easy. Internal data centers come with challenges: limited physical security, inconsistent power infrastructure, cooling constraints, and a lack of redundancy by default. We had to fight legacy thinking to make the case for long-term resilience. Why Colocation Won: 24x7 monitoring, physical security, and compliance-ready infrastructure Dedicated power, cooling, and connectivity backed by SLAs Lower risk of environmental or regional outage impact Rapid scalability without capex surprises The final outcome: a high-availability, geographically redundant data center strategy that gives the business continuity we can count on—with smart cost structure, physical separation, and operational peace of mind. More than infrastructure, this was a mindset shift—from reactive failover thinking to proactive resiliency planning. Glad to have led this project from vision to execution.
Unifying Fulfillment with Manhattan Active WMS & TMS
January 1, 2014 – January 1, 2019
What We Found Goya Foods, the largest Hispanic‑owned food brand in the U.S., faced mounting pressure as pandemic-era surges stressed its outdated DC systems. With 12 distribution centers (and multiple manufacturing and specialty facilities across the U.S., Puerto Rico, the Dominican Republic, and Spain), their legacy tools—built for pre-2020 volumes—couldn’t keep up with skyrocketing order patterns Our Approach We implemented Manhattan Active Warehouse Management (WMS) and Transportation Management (TMS) simultaneously to synchronize inbound and outbound flows using advanced, algorithm-driven orchestration. This scalable, cloud-native solution optimized inventory, labor, and shipments across the network Key Transformations Rolled out Manhattan WMS to modernize warehouse operations, labor flows, and order picking across all DCs. Deployed Manhattan TMS to standardize carrier management, routing, and transportation across regional networks. Aligned end-to-end processes—from receipt of raw materials to final outbound fulfillment—to ensure real-time orchestration and efficiency. Execution Strategy Cross-functional coordination among operations, supply chain, and IT ensured fast implementation and smooth adoption. Existing infrastructure was modernized without disrupting day-to-day production or distribution workflows. Internally, teams were empowered to embrace the new system as if Manhattan were part of Goya's own staff. Results Goya now handles demand surges effortlessly, with inbound and outbound workflows operating in unison. Using advanced algorithms, WMS and TMS orchestrate optimized fulfillment—even during peaks or disruptions We did multi site upgrade of WMS. Today, Goya maintains resilient, efficient operations in the face of market volatility—backed by a unified, intelligent supply chain stack.
Manufacturing Optimization Planning and Sequencing - JDA Blue Yonder
January 1, 2012 – January 1, 2014
Case Study: Demand-Driven Manufacturing Optimization Across 15+ Product Lines What We Found The client operated over 15 product lines with growing demand variability, but planning and execution were disjointed. Production scheduling relied on static spreadsheets. Raw material purchasing was reactive. Planning, procurement, and manufacturing worked in silos, leading to excess inventory, changeover delays, and missed opportunities for efficiency. Our Approach We led the implementation of JDA (Blue Yonder) Manufacturing Planning and Sequencing tools to unify scheduling with real-time demand. In parallel, we used JDA Demand Planning to automate raw material purchasing and tightly integrate planning with ERP for visibility and execution. Key Transformations Deployed JDA Manufacturing Planning to align production schedules with forecasted demand Implemented JDA Sequencing to reduce changeovers and optimize line utilization across 15+ product families Used JDA Demand Planning to trigger raw material purchasing based on future production needs Integrated all planning layers with ERP to create a real-time link between demand, procurement, and execution Standardized planning workflows across multiple facilities for improved responsiveness and visibility Execution Strategy Partnered closely with operations, planning, and procurement teams to configure planning logic by product type, run rate, and seasonal demand. Rolled out change management and user training to drive adoption across functions. Results The transformation reduced manual planning time, increased throughput, and improved raw material accuracy. Changeovers dropped due to intelligent sequencing. Raw material inventory was reduced without impacting service levels. ERP integration enabled proactive planning and real-time response to demand shifts. The result: an agile, demand-driven manufacturing environment that’s faster, leaner, and ready to scale.
Technology Modernization Strategy & Roadmap
January 1, 2011 – January 1, 2013
Goya Foods – From ERP Replacement to Enterprise Transformation What We Found Goya Foods engaged us to lead an ERP replacement. But as we partnered with ownership and business teams across 15 locations in three regions, it became clear this was a broader opportunity. Critical operations—purchasing, planning, warehousing, logistics, and reporting—were fragmented, manual, and built on legacy systems that couldn’t scale. Our Approach We repositioned the project from a system upgrade to a business-driven transformation. Working collaboratively with executive sponsors and site leads, we developed and led a multi-year roadmap focused on measurable outcomes and operational scalability. Key Transformations Moved Purchasing from spreadsheets to demand-driven planning using JDA (Blue Yonder) Shifted production from Excel-based plans to forecast and VMI-based planning Deployed Manhattan WMS across 10+ locations to replace paper-based picking Built a transportation function from scratch using Manhattan TMS and UPS RoadNet Replaced legacy reporting tools with dashboards in Tibco and later Power BI Migrated from legacy ERP to Infor M3, designed for food manufacturing and distribution Execution Strategy We phased rollouts by region, starting with high-volume sites. Cross-functional teams ensured adoption at each location. Metrics, user training, and change management were embedded from day one to drive long-term success. Results The company moved from siloed, manual operations to an integrated, data-driven supply chain. Goya now operates with real-time visibility, forecast-aligned planning, scalable logistics, and a modern digital core—positioned for sustainable growth and innovation
Demand Planning & Forecasting - JDA Blue Yonder
January 1, 2011 – January 1, 2014
How We Future-Proofed Goya’s Supply Chain Without Losing Its Soul Goya Foods, with its deep roots in Latin American culture, had become a $1B+ brand. But its supply chain was stuck in the past—manual spreadsheets, siloed data, and purchase decisions disconnected from real consumer demand. As our SKU count soared 60% in just five years, the cracks began to show: rising out-of-stocks, ballooning inventory, and a planning team overwhelmed by complexity. We needed to scale—but without losing the local touch that made Goya special. That’s when we partnered with JDA (now Blue Yonder). We rolled out a full suite of demand, fulfillment, and order optimization tools—starting with a pilot at our New Jersey HQ, then expanding to Texas, California, Florida, and Puerto Rico. The technology wasn’t just powerful; it was adaptable. Our teams could configure it to match Goya’s unique rhythm—seasonality, regional buying patterns, even cultural nuances. The results were transformational: 📦 Planning productivity jumped 700% 📉 Out-of-stock rates dropped from 6% to 2%, no extra inventory required ✅ Service levels hit 98%, with fill rates of 99.96% in VMI pilot 💰 Bulk-buying and smarter logistics cut supply and transportation costs More than numbers, this was a mindset shift. We moved from reactive ordering to predictive planning. Buyers stopped keying in POs and started steering strategy. We consolidated demand across our 14 DCs and six manufacturing plants—and started using one unified forecast to drive everything from raw materials to final delivery. As Executive Sponsor, I championed a cross-functional rollout, aligned KPIs to business outcomes, and ensured that change management wasn’t an afterthought. Our secret? We didn’t just modernize—we made the future feel familiar. Because when technology honors heritage, growth doesn’t have to come at the cost of identity.
Prompt Engineering: How to Talk to the AIs
June 23, 2026 – Present
Articulating Your Value
June 23, 2026 – Present
Happiness Habits
June 23, 2026 – Present
ChatGPT's Operator: Automating Everyday Tasks with AI Agents
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Cultural Fit Analysis
The candidate's diverse project portfolio, ranging from cybersecurity program development to supply chain optimization and AI platform building, indicates a broad skill set and adaptability. Their experience as a CIO and co-founder aligns well with a senior-level role requiring strategic thinking and hands-on execution. The emphasis on building and transforming suggests a proactive and innovative cultural fit. The target role of Cybersecurity aligns with their recent experience in establishing enterprise cybersecurity programs and their stated focus areas in AI governance and cyber resilience.
Soft Skills & Operational Fit
The candidate demonstrates strong leadership, strategic planning, and change management skills through their extensive experience as a CIO and co-founder. Their project descriptions highlight an ability to drive complex initiatives, manage cross-functional teams, and secure executive buy-in. The focus on building programs from the ground up and modernizing legacy systems indicates a proactive and problem-solving operational fit. The entrepreneurial background further suggests adaptability and a results-oriented approach.