Projects rarely stall at the plan. I manage everything that comes after it.

I'm a Project & Operations Manager, and most of my work happens in the space between a decision and its result.

Over the past four years I've worked with more than 20 businesses in digital marketing, real estate, construction, education, hospitality, health, coaching, finance and technology. The industries change, but the problems are surprisingly similar. A project slips because nobody was sure who owned the next step. A team stays busy all week and still misses the deadline that mattered.

That's the work I take on. I coordinate projects and the people delivering them. I keep track of deliverables and performance, and I fix the workflows that keep producing the same problems. Tools like ClickUp help, but they're the easy part. The harder part is judgment: knowing what deserves attention first, and seeing when a delay in one team is about to become another team's problem.

That same interest in how decisions get made and who answers for them has led me to AI governance. As organizations start using AI, someone has to decide how it's introduced, who is accountable for its outcomes, and how those outcomes are checked over time. These are familiar questions from project and operations work, now asked about a far less predictable technology. I'm studying AI governance, responsible AI and AI safety seriously and writing about what I learn. I now offer AI governance and implementation support alongside my project and operations work, and I share my research, writing and training on my AI Governance & Management page.