The Innovation Reality Check

Most organizations treat emerging technology like a trend to chase rather than a tool to deploy. They spin up pilots because everyone else is doing it. They mistake activity for progress. They fall in love with what's possible and forget to ask what's profitable.

After a decade building immersive experiences and transformation strategies for Fortune 500 brands, I've developed a different approach:

I validate ruthlessly. Every new technology promises to change the world. Most barely move the needle. I'm not interested in being first. I'm interested in being right. That means asking hard questions before writing code or spinning up pilots: Why does this matter? What problem does this actually solve? How does this create value that wasn't possible before?

I think in systems, not experiments. Innovation isn't a department or a one-off project. It's finding the places where emerging capabilities intersect with real business problems. The companies I've worked with that succeeded with AI, VR, or spatial computing didn't run the most experiments. They ran the most strategically aligned ones.

I optimize for humans, not technology. I've trained 35,000 employees through gamified VR. I've turned packaging into interactive brand experiences. I've built platforms that processed millions in transactions. In every case, the technology was just the mechanism. The goal was always solving a problem people actually had.

The gap between technological possibility and business reality? That's where I work. That's where innovation stops being a press release and starts being transformation.