Keynotes · Consulting · Advisory | ADHD, Ability, Leadership & Organizational Dynamics
Alignment Determines Performance
Ability isn’t binary. Performance isn’t either.
I speak from lived experience — navigating both physical limitation and ADHD-driven volatility — about what happens when systems are built around the wrong assumptions of human capability.
When we align tasks, tools, and expectations with how people actually operate, performance increases — often dramatically.
ABOUT ME
I’m a West Point graduate, disabled veteran, inventor, and entrepreneur shaped by both physical limitation and ADHD-driven volatility.
My work focuses on alignment — between human capability and the systems we operate inside — grounded in lived experience, not theory alone.
Through my speaking and writing, I explore how ability shifts across age, injury, fatigue, and cognitive wiring—and how better tools, smarter systems, and clearer thinking unlock strength where others see limitation.
WORK WITH ME
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ADHD, Leadership, and Organizational Dynamics
High-variance wiring doesn't stay in one lane. It shows up in every direction — how someone performs on a team, how they navigate authority, how they lead, and how leaders manage them.
That's the framework. Four dynamics. One practice.
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In the Pack — the high-variance team member and organizational fit
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Managing Up — navigating being led with ADHD wiring
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Wired to Lead — the ADHD leader
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Leading the Wired — managing and leveraging high-variance people
I work at all four levels — with organizations, with leadership teams, and with individuals — through keynote speaking, consulting engagements, and one-on-one advisory.
Not accommodation. Placement. Performance. Results.
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What Adaptive Design Taught Me About Organizational Performance.
Most organizations make decisions about their people based on a single assumption: that capability is stable, predictable, and consistent.
It isn't.
Building products for people whose physical capability had shifted — through age, injury, or fatigue — forced me to confront that assumption directly. When you design for variability, you stop seeing limitation as the exception. You start seeing it as the baseline.
That shift changed how I see organizations entirely.
The Ability Curve is a framework for understanding how human capability actually moves — across age, fatigue, injury, and context — and what that means for how leaders deploy, develop, and retain their people.
The organizations getting this right aren't accommodating variability. They're building for it. There's a difference, and it shows up in performance.
