I design organizations so they function as governed systems rather than personality-driven operations. My work integrates behavioral science, governance design, and operating model architecture to create institutions that remain stable, accountable, and transferable — regardless of leadership change.

Across 27+ years of leadership — from redesigning membership operations and consulting with Fortune 100 enterprises to founding a platform serving mental health associations and building a national nonprofit’s first operational risk function — The recurring structural failure was clear: organizations that depend on individuals rather than governed systems eventually fracture under growth and leadership turnover. New boards restart old debates. Staff reinvent processes that should already be standards. Growth adds chaos instead of capacity.

I’ve worked directly with boards and volunteer-led leadership structures in professional associations, designing decision rights, governance cadences, and continuity systems that prevent leadership rotations from resetting progress.

That realization led me to develop Association Architecture — a governed operating discipline that aligns the four systems most organizations treat as silos: leadership and governance, operations and execution, member experience, and institutional continuity. When designed together, the organization becomes stable, transferable, and scalable — regardless of who sits in the chair. That is what an Organizational Architect does.