I started as an EMT and spent close to ten years at Royal Ambulance in Santa Clara County — working my way from the field to Field Training Officer to Operations Supervisor. Along the way I learned that the biggest problems in EMS aren't clinical — they're operational. Safety systems that don't learn. Documentation that creates billing delays. Supply chains nobody's looked at in years. Processes held together by institutional memory instead of actual design.
I've always been drawn to the gap between how things are and how they could work. That instinct pushed me toward Lean and DMAIC methodology, toward building dashboards that didn't exist, toward rewriting SOPs that weren't working. The three case studies on this site are the clearest evidence of what that instinct produces when given the right scope and support.
I'm now building ChatIR, an AI-powered incident investigation platform for EMS — and consulting with agencies that want to move the needle on safety and operational efficiency. I'm also open to the right full-time role at the intersection of EMS, public safety technology, and operations leadership.
I'm based in San Jose, CA. I'm married with two young kids, which is the real reason I care about doing work that actually matters.
Most organizations treat failure as a people problem. Someone made a mistake, someone gets retrained or disciplined, and the organization moves on — until it happens again.
That model doesn't work in high-stakes environments. I know because I spent a decade in one.
I'm less interested in who messed up and more interested in what conditions made that mistake likely, why the system didn't catch it, and how to prevent it at scale. That perspective comes from real operational experience — not theory.
Not "who made the mistake?" — but "what made this mistake inevitable?"
Every time I investigated an incident at Royal Ambulance, the interesting answer was never in the immediate cause. It was in the conditions that existed before the person even showed up for that shift — the training gap, the policy that hadn't been updated, the technology that couldn't catch what it needed to catch.
ChatIR exists because most EMS incident reporting systems are built to document what happened — not to understand why. The report gets filed, the box gets checked, and nothing changes. That's a systems design failure, not a reporting failure.
The platform I'm building is designed around the idea that incident data is only valuable if it produces organizational learning. Better analysis. Faster pattern recognition. Fewer repeat failures. The same thinking that drove my work at Royal, now built into a tool that scales beyond a single supervisor.
I've learned that clarity about how you work is a gift to the people around you. This is mine — honest, unfiltered, and as useful as I can make it for anyone thinking about working with or hiring me.
Problem-solver and process improver. I'm energized by fixing things and finding better ways to do them. I have a natural tendency to "solution jump" — I've been working on taking time to understand the root cause before proposing fixes. When you bring me a challenge, expect me to dig into the "why" before we touch the "how."
Calm in the storm. I aim to be the stable, steady presence during high-pressure situations. This is both my strength and something that can be draining for me. What looks like distance is usually focus.
Empowerment-focused. I'd rather teach someone to fish than hand them a fish. I find deep satisfaction in developing people and watching them grow into problems I used to carry myself.