Safety doesn't stop at the fence line. Community preparedness, environmental stewardship, and developing the next generation of leaders are part of the same responsibility.
I've invested in board and community service seriously — not as a resume line, but because I've seen what happens when industry and community aren't aligned. The fence line isn't the boundary of our responsibility.
I'm actively interested in expanding my board service. I bring a rare combination: deep operational credibility, process safety and environmental expertise, financial literacy (MBA), M&A integration experience, and a track record of leading through complexity at scale.
If your board needs a voice that has actually run the operations — not just advised on them — I'd welcome the conversation.
Board inquiry →2024–present. Advancing contractor safety standards across the Gulf Coast region.
2021–2025. Environmental stewardship and industry-community engagement.
Manufacturer advocacy and workforce development at the state level.
Community emergency preparedness and hazardous materials response planning.
Shaping curriculum and industry connection for the next generation of engineers.
At any given time I'm mentoring 3–4 early-career professionals — men and women, different backgrounds, different life circumstances. My philosophy is simple: meet people where they are and help them become the best version of themselves.
I've mentored engineers who didn't fit the mold of wherever they landed. People who had the talent but needed someone to see it first. I've encouraged a friend to go back to teaching — she became a lead teacher in STEM.
I've built some of the most remarkable teams of my career simply by hiring talent. The people who thrive aren't the ones I fixed. They're the ones I believed in before they believed in themselves.
My strength is relatability — across backgrounds, experience levels, and life circumstances. What makes each person different is exactly what makes them valuable. The goal is never to make everyone the same. The goal is to help them become fully themselves.
Operations. Risk. Culture. Finance. M&A integration. I bring the kind of credibility that only comes from having actually run the work — and the strategic thinking that makes that experience useful at the board level.