I help CEOs, COOs, and CHROs at 200–2,000 employee companies turn AI investments into measurable workforce capacity.

My rule is simple: AI adoption is two-thirds behavioral, one-third technical.

Technology creates capability. Behavior determines whether the organization ever captures it.

Before founding AI Works HQ, I spent more than three decades helping organizations change how work gets done. I scaled a staffing business roughly tenfold in four years, put more than 600 people to work every single day, and learned a lesson that has shaped my entire career: 

Performance rarely improves because leadership announces a new initiative. It improves because people change what they do on Tuesday morning.

I didn't start AI Works HQ because another AI consulting firm was needed. I started it because I kept watching organizations buy excellent technology, provide good training, and still fail to change how work actually happened. After thirty years helping companies change behavior, the pattern was obvious. AI wasn't exposing technology problems. It was exposing leadership and adoption problems that had always been there.

I don't sell prompt training or software demonstrations.

I help organizations redesign how work happens through executive alignment, workflow redesign, and operating models that make using AI the easiest way to get work done.

I have been working since I was 13.

My first job was washing dishes by hand in a Kansas City bar and grill. Triple sink. Hot water. Grease. Noise. A woman named Chicken Betty pan-fried chicken in the kitchen, and people drove across town for it.

That job taught me something I still believe today: the work that looks small from the outside usually teaches the lessons that matter most.

Later, I spent ten years in radio, mostly working the 7 p.m. to midnight shift, moving from one market to the next. Radio teaches you to read an audience you can't see. You learn quickly what captures attention, what earns trust, and what people actually respond to instead of what they say they want.

Then came staffing.

In 1994, I walked into a staffing franchise generating about $1.1 million in annual revenue. Four years later, it had grown to more than $10 million.

Out of 1.4 million franchisees worldwide, we were named Franchisee of the Year.

People often describe that kind of growth as hustle.

I don't.

We changed the system. 

We changed workflows. 

We changed expectations. 

We changed the daily behaviors that produced the numbers.

Looking back, those weren't staffing lessons.

They were behavior lessons.

Today, AI presents organizations with the same challenge. The technology is rarely the limiting factor. The real question is whether people will change how they work.

Most organizations don't have an AI problem.

They have an adoption problem.

If your organization has invested in AI but can't point to measurable changes in how work gets done, let's find out why.

Schedule an AI Adoption Diagnostic.

30 minutes. Three questions. One verdict.

You'll leave knowing whether your biggest barrier is technology, behavior, leadership, workflow, or governance, and what to fix first.