How I Lead
These are the principles I work from. They came out of running large programs at State Farm, building accessibility training at Deque, and figuring out what actually holds under pressure.
Most project issues don't start as "execution problems." They start as unclear ownership, hidden dependencies, and misaligned expectations. This approach surfaces them early.
Clear decisions, documented tradeoffs, and a shared understanding of "what good looks like."
Predictable rhythms, realistic plans, and delivery that stays steady when priorities shift.
Project communication designed like instruction: structured, repeatable, and built to land.
Accessibility, reliability, and usability are planned early. Teams that skip this pay for it twice.
Leadership System
Three principles. Not frameworks. How I actually work.
01 · Foundation
Frameworks don't deliver outcomes. People do. Structure adapts to how the team actually works.
Start by understanding the people doing the work, not by choosing a framework.
Frameworks help teams coordinate, plan, and commit. Only when they match how people actually work.
Structure adapts to reality. Not the other way around.
02 · Decision discipline
Urgency without clarity creates rework. Slow down just enough to align on the target and tradeoffs.
Every serious mistake starts with, "Let's hurry up and…"
Scope, time, and cost are linked. The business decides which two matter most.
Clarity isn't a delay. It's how delivery stays on target.
03 · Trust engine
Build credibility early with small, real commitments. When you've done that, stakeholders trust the hard conversations later.
Start by asking what the team can deliver quickly and confidently.
When we commit early, we treat those commitments as non-negotiable.
Credibility is built by small commitments kept consistently.
Why this matters: it reduces "status theater," makes tradeoffs explicit, and keeps execution steady when priorities shift.
These are the behaviors that keep delivery steady. They work in agile, hybrid, and heavyweight governance environments.
01 · Surface reality
02 · Align
03 · Execute
04 · Sustain
Accessibility is treated like other non-functional requirements: if you wait until the end, you pay for it twice. When accessibility starts slipping, it's usually an early signal that requirements, ownership, or architecture are off.
Some perspectives on how this looks in practice.
Michael's leadership was instrumental in propelling a large enterprise data center program forward. The program was lean, complex, and highly visible, and he continually optimized resources while keeping momentum and clarity for everyone involved.
Michael inspires others with his passion and leads with vision. He gets to know his team, and the encouragement he offers makes every member feel unique, important, and capable. He addresses issues early and effectively, while always bringing humor and humanity.
Michael is a principled leader who is passionate about advancing the discipline of project management. He has a rich history of developing others and leading large enterprises through change. He remains one of my most influential mentors.
Dynamic, engaging, thoughtful, funny, humble, inclusive… Michael connects with people from every background and makes accessibility understandable and relatable.
I'm available for conferences, PMI chapters, and professional events. I also write about this work regularly. The insights have more depth on most of these topics.