I spent 15+ years inside companies as their technology leader, often stepping in post-merger, post-acquisition, or mid-transformation. Now I bring that experience to organizations as a fractional CTO. I lead the technology function, and I still design the systems myself: the application, integration, and data architecture underneath the strategy. You get executive leadership and a working architect, without the cost of a full-time hire.
Technology leadership at
For organizations of roughly 100 to 1,500 people that have outgrown informal technology management but don't yet need a full-time technology executive.
Reporting structure, hiring, governance, and delivery discipline where none exists yet.
Grew LabConnect's technology team from 5 to 27 across development, architecture, QA, and business analysis.
Platform selection, data migration, vendor management, and the organizational change that goes with them.
Served on AWC's executive ERP selection committee; directed Dynamics NAV governance and integration at LabConnect.
From spreadsheet-driven reporting to a governed data platform, sized to where the organization really is.
Led AWC's first enterprise Snowflake data lake; designed a medallion-style data lake with MDM at LabConnect.
Steering, intake, prioritization, and executive reporting that make technology spend visible and accountable.
Founded and chaired AWC's first Software Development Review Board, reporting to the CEO and senior VPs.
Consolidating systems, data, and teams after an acquisition, or separating them cleanly in a divestiture.
Led systems work through a corporate carve-out and concurrent merger at Fusion Connect; post-acquisition integrations at ProAssurance.
Restructuring onshore, offshore, and vendor teams with the QA, release, and backlog discipline to deliver predictably.
Introduced hybrid onshore/offshore models saving $400K+ a year; rescued a stalled Dynamics CRM rollout at Protective Life.
Strategy is only as good as the systems underneath it. I started as a developer and still love the architecture work: designing how the code, integrations, and data fit together, and working alongside the people who build it.
Designing distributed systems and modernizing legacy applications, with clear structure, standards, and code teams can maintain after I'm gone.
Distributed architecture · Application modernization · Azure DevOpsConnecting ERP, CRM, and line-of-business systems through APIs so data moves in real time instead of by spreadsheet and email.
Built real-time ordering, pricing, and inventory APIs on Dynamics NAV at LabConnectData lakes, master data, and analytics layers designed so reporting is trustworthy and the organization is ready to use AI on its own data.
Snowflake · Azure · Medallion architecture · MDMTechnology changes stick when people trust the process behind them.
How I approach every engagement
I started as a developer and grew into running technology organizations: building teams, owning budgets, and reporting to CEOs and boards. I've led through mergers, carve-outs, regulated environments, and the messy middle of transformation.
My background in anthropology and political theory shapes how I lead. Technology changes stick when people trust the process behind them, so I put as much care into governance and stakeholder alignment as into the architecture.
Most engagements follow the same arc, scaled to what you need.
A clear-eyed review of applications, vendors, data, delivery, and spend, ending in a prioritized roadmap your executive team can act on.
Governance, intake, steering, and reporting that make technology work visible and accountable to leadership.
One to two days a week of executive technology leadership: owning the roadmap, managing vendors, and backing key decisions until you're ready for a full-time hire.
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[A one or two sentence quote about a result Keith delivered or how he led.]
[A one or two sentence quote about working with Keith.]
Industrial services, life sciences, telecom, and insurance, each at a turning point.
Senior technology executive for a multi-division ESOP enterprise. Authored the first enterprise technology roadmap and governed three development groups.
Built a 27-person technology organization inside an FDA-regulated (21 CFR Part 11) clinical trial laboratory and managed a $3M+ budget.
Directed 16–30 developers and analysts through post-merger systems integration at a telecom and UCaaS provider.
Led PMO governance and a $2M+ regulated systems implementation at a Fortune 500 insurer; a SQL Server migration cut about $2M in annual licensing.
A first conversation is free and usually takes 30 minutes. I work with one or two clients at a time. Atlanta-based, remote-first, and glad to travel.