Professional Title

Chief Business Officer, BLOX Holdings, LLC. 
Chair of Nominating, Governance and Compensation Committee, Adentra (ADEN).

What’s one thing you’re learning right now — professionally or personally?

Vibe coding for workflows that involve visibility across multiple departments. I love being able to iterate, test, iterate, publish and then iterate again.

In your view, what makes a truly effective board member?

An effective board member starts with doing the work. They read the materials thoroughly, stay current on the industry, visit company sites, attend conferences alongside management, and understand the competitive landscape. That foundation allows them to contribute with real insight.

Equally important is how they engage. Strong directors don’t dictate answers—they ask the questions that help management surface insights, pressure‑test assumptions, and ultimately own their decisions. They believe in the team’s capabilities while also pushing them to stretch, improve, and lead at a higher level.

Beach, mountains, city, or countryside — what’s your ideal getaway?

Mountains all day, every day. Hiking in the summer and skiing in the winter. Living in Houston allows me to make good use of my imagination.

What’s a small daily habit that makes a big difference for you?

Starting my day early—usually around 4:30 or 5:00 a.m.—has become a small habit that makes an outsized difference. I go downstairs before anyone else is awake, catch up on the news, clear a few emails, and get in a workout. Even on rest days, I keep the ritual: a quiet cup of coffee and some uninterrupted reading before the house starts moving. That early solitude sets the tone for my entire day and gives me a sense of calm, clarity, and control before everything else begins.

What’s a book every board member should read?

It’s a book that I read during business school and have recommended to all ages and experience levels from high school students to board members. The Goal, by Eliyahu Goldratt. It helps you understand how systems actually work versus how we believe they should work. Most people associate it with manufacturing, but it applies to almost any company. If you have inventory, suppliers, warehouses, transportation, sales, customers – it applies because they all rely on one another. Goldratt shows that no individual or group can make the system succeed on its own. You have to work together as a system.

What's the best piece of advice you've ever received?

Cliché as it is, it’s probably the Golden Rule. It’s surprising how many senior executives I see yell at their employees and then wonder why they leave.

In your experience, what differentiates great board chairs?

The best board chairs that I have worked with bring a steady, seasoned presence to the room—an ease that comes from having seen a wide range of situations over many years. They remain calm under pressure, listen respectfully to all voices, and know precisely when to redirect a discussion that’s drifting too long or too far into operational detail. They have a clear sense of what truly matters at the board level, where time should be focused, and what belongs squarely in management’s domain. They command the room not through force, but through credibility and earned respect. And while they maintain constructive relationships with management, they are never passive; they hold leadership to a high standard and are unafraid to ask the hard questions.

If you had an extra free hour every day, how would you spend it?

I’d spend it with my teenagers, who are growing up far too quickly and will be out of the house before I’m ready. Of course, that assumes they’d actually agree to spend that extra hour with me—that might be the bigger challenge.

What’s the most unforgettable trip or experience you’ve ever had?

The most unforgettable experience of my career was helping grow the NOV distribution division and ultimately taking it public as DNOW in my role as Chief Strategy Officer and Head of Corporate Development. It wasn’t just the scale—growing from roughly $500 million to nearly $6 billion at the time of the IPO—that made it extraordinary, but the people and the purpose behind it. Leading nearly 6,000 employees across more than 30 markets gave me a front row seat to the grit, ingenuity, and operational excellence that define great distributors.

Some of my proudest moments came from the relationships built along the way: direct reports who grew into exceptional leaders, colleagues who became lifelong friends, and teams who navigated acquisitions, divestitures, market cycles, and constant change together. Those experiences shaped me as much as any transaction.

That foundation continues to inform both my executive work and my board service today.