Where We Have Built
AI Policy & Governance
United States Senate — AI/ML Situational Awareness Model
Challenge: Move flood control policy from fragmented, reactive decision-making to integrated, data-driven situational awareness.
Result: Patented AI/ML model co-developed with Microsoft Azure and Esri, deployed for Senate policymakers and field operations. Co-authored two peer-reviewed publications with former U.S. Asst. Secretary of the Interior.
What we learned: The critical variable in AI policy adoption is not technical quality — it is whether decision-makers trust the source. Credibility is relational before it is evidential.
iCatalyst Research — Legislative Decision-Making Study (2018)
Challenge: Understand how senior congressional staff actually process policy information and make decisions — not how theory assumes they do.
Result: Peer-reviewed study (Policy Sciences) establishing the RCL framework: policymakers act on information when they perceive it as Relevant, Credible, and Legitimate. Findings now applied to AI governance strategy in emerging markets.
What we learned: Technically sound frameworks fail when they arrive without relational legitimacy. Trust architecture precedes policy influence.
Cambridge MPhil Dissertation — Periphery-First Innovation Architecture (2007)
Challenge: Explain why disruptive innovations consistently emerge from the network periphery rather than the centre — and what this means for how innovation frameworks should be designed.
Result: Proposed a modified model of interessement reversing Actor-Network Theory’s traditional bias toward the centre. The periphery-first innovation architecture framework explains why AI governance frameworks fail in emerging markets: they are designed for centre-out diffusion in ecosystems that require self-enrollment and emergent adoption at the periphery. Applied in two-article LinkedIn series: ‘The Wrong Model for AI Diffusion.’ Supervised by Dr. Michael Barrett, Judge Business School, University of Cambridge.
What we learned: The critical variable is rarely the technology. It is who is empowered to shape the collaborative architecture built around it.
PRACTICE AREA 2
Collaborative Systems & Coalition Building
21Wilberforce Global Freedom Center — Global Freedom Network
Challenge: Build a regionally-based religious freedom intervention system capable of operating across 130+ countries with diverse faith-network partners.
Result: Designed and directed the Global Freedom Network architecture; built three multilateral online platforms mobilizing grassroots advocates globally; directed Emerging Leaders Summit drawing leaders from 11 countries.
What we learned: Coalition architecture precedes coalition impact. The platform is only as powerful as the trust built before anyone logs on.
Center for Innovation in Local Development, Romania — EU-Funded Innovation
Challenge: Transform change-resistant government and civil society institutions into collaborative innovation environments across five major Romanian cities.
Result: Designed and led EU-funded collaborative innovation workshops engaging government officials, civil society leaders, and community stakeholders. Prototyped scalable pilots partnering with local governments.
What we learned: In change-resistant institutions, the entry point is always a trusted individual, not a program.
StarLight Geospatial Intelligence Platform
Challenge: Design collaborative content modules for a multi-agency situational awareness platform serving public safety decision-makers.
Result: Designed and built the collaborative intelligence modules deployed at the 2008 Presidential Inauguration, coordinating 12+ federal, state, and local agencies in the DC Metropolitan Police Operations Center.
What we learned: Interoperability is 20% technical and 80% relational.
PRACTICE AREA 3
Emerging Markets & International Development
USAID / Ernst & Young — $150M Emerging Markets Portfolio
Challenge: Promote private enterprise and economic development across a diverse portfolio of emerging market programs.
Result: Strategic and financial consultant for $150M USAID portfolio; key architect of $20M Global Franchise Guarantee Program; conducted comprehensive impact assessment of USAID private sector development programs since 1961.
What we learned: The programs that succeed are the ones where implementing partners have genuine stakes, not just contracts.
Braddock Group — $5M Middle East Joint Venture
Challenge: Create a regional joint venture between a Silicon Valley semiconductor manufacturer and the governments of Jordan and Bahrain.
Result: Co-led strategy and personally conducted concession negotiations with government ministries in Jordan and Bahrain. Authored strategic business plans and financial models.
What we learned: Government negotiations in the Middle East move on relationships and respect — not on the quality of the business plan.
Renaissance Initiative — Jiu Valley, Romania
Challenge: Prototype community revitalization and social innovation programs in one of Europe’s most economically distressed post-communist regions.
Result: Co-founded and directed a nonprofit foundation; raised funding from World Bank, USAID, U.S. Embassy Bucharest, and Balkan Stability Pact. Received endorsements from five Romanian government ministries.
What we learned: Legitimacy in post-communist environments has to be earned locally, not conferred from outside.
PRACTICE AREA 4
Human Flourishing & Organizational Transformation
NeuroTeach Atlas (in development)
Challenge: Make peer-reviewed neuroscience on leadership and organizational transformation accessible and actionable for practitioners.
Result: Building an AI-powered platform with 3D brain network visualizations and an evidence-graded intervention library linking neural systems for creativity, trust, empathy, and self-transcendence to professional application.
What we learned: The gap between neuroscience research and leadership practice is almost entirely a knowledge architecture problem.
Neuroformation™ (in development)
Challenge: Build the tools for the neurological formation of leadership character — transformation that sticks because it is grounded in how the brain actually changes.
Result: AI-powered platform mapping neuro-circuitry and synaptic activation frameworks to transformational leadership and collaborative innovation.
What we learned: Character formation is not a curriculum problem. It is a neural architecture problem.
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