I transitioned from a two-decade career in corporate to pursue a more worthwhile constraint.

In environments of crisis management, where others saw chaos, I saw compression points; where they swirled in contradiction, I found pattern and structure. A framework that wasn't studied, simply the shape of my thinking, my cognitive stack. I metabolized ambiguity, nuance, entropy, and contradiction into a precision signal-to-noise ratio. For years, I assumed this was merely intuition. In hindsight, it was a form of recursive cognition.

As a Senior Leader in Enterprise Risk Management and Governance & Controls, I was trusted to pressure test the earliest stages of critical initiative decisions. My role was to serve as a human-in-the-loop control point, a position of high-risk with little to no room for error. I deconstructed flawed assumptions and stress-tested plans before capital, trust, or credibility were put at risk.

But the pressure didn’t just shape decisions — it revealed a throughline.

Operating at the intersection of Subject Matter Expertise and Systems Intelligence, I bridged the gap between the line-of-business and data analytics by translating ambiguity into executable logic — ensuring high-context strategy didn't collapse into low-context output. That translator function became the precursor to Phoenix’s architecture: where recursion, structure, and consequence converge.

I didn’t know it then, but this was my apprenticeship in high-fidelity build logic. The kind that doesn't always announce itself. It runs silently, pattern tracking in the background, simulating consequence before others even detect risk. Misread by many, indispensable to a few. My sweet spot.