Thoughts
The thinking behind the work.
On human performance, AI strategy, creativity, and what it takes to build organizations — and people — that last. Occasional, intentional, worth your time.
My mind rewired
In November 2012, I fell 30 feet. Doctors said I shouldn't have survived. I woke up unable to walk, talk, or remember my own life. Four months later I was running two miles a day. This is the experience that made my neuroscience research personal — and the one that convinced me the brain's capacity for rebuilding itself is the most underestimated force in human performance.
Designing the mind
The brain isn't just something that happens to you — it's something you can design. Drawing on neuroscience, from the triune brain model to the default mode network, this piece maps out how understanding your mind's architecture lets you intentionally build the conditions for creativity, better decisions, and peak performance. The research has been there for decades. Most people just haven't been given the framework to use it.
Lessons from neuroscience
The brain isn't a fixed machine — it's a system that questions, experiments, and rewires itself. Three principles I studied in a neuroscience lab have turned out to be the most practical frameworks I've ever brought into an organization. Turns out the brain knew what good strategy looked like long before business did.
Theory of Consciousness
There are billions of people in the worlds— billions of brains. Just as no two people are identical, no two brains are identical. Each of us has our own consciousness that makes us distinct from everyone else and because everyone interacts with his or her own consciousness, it is an intimately familiar, yet notoriously ambiguous concept.
Why Neuroscience and Business?
As we learn more about the human brain, we can expect to learn more about how it functions and how leaders can use this knowledge to best lead people and develop effective organizations. Neuroscience does not provide all the answers, but it offers insight into how we can tailor the environment in which we work to develop effective organizations.
The newsletter
The thinking I don’t publish anywhere else.
Occasional dispatches on human performance, AI strategy, and the work of building things that last. No cadence pressure — only when there's something worth saying.