Translate complexity
Turn technical choices, vendor claims, and AI uncertainty into decisions directors and executives can examine and own.
Board Service
Operating Judgment for the Boardroom
A CEO and technology builder's perspective on AI, technology risk, governance, and execution—for organizations that want practical oversight without losing sight of the enterprise.
Technology Oversight Is Business Oversight
Boards do not need to become engineering teams. They do need to understand where technology changes strategy, concentrates risk, creates new obligations, or exposes a gap between an impressive plan and the organization's ability to execute it. I bring the perspective of someone who has spent decades making those tradeoffs real.
Connect strategy to execution
Test whether ambition, operating capacity, governance, and the path to production actually line up.
Ask the second-order question
Look beyond what a system can do to what it changes about accountability, data, organizational risk, and durable advantage.
Where My Experience Is Most Useful
AI, Software, and Technology
Opportunity assessment, investment priorities, vendor and architecture decisions, and the difference between experimentation and production readiness.
Risk & Governance
Data exposure, provenance, auditability, accountability, and whether governance is designed into the operating system rather than added afterward.
Execution & Leadership
Company building, technical-team leadership, delivery under constraints, and recognizing when strategy has outrun organizational reality.
Oversight Begins With Better Questions
What consequential technology assumptions are embedded in the strategy?
Where is AI creating value—and where is it quietly creating exposure?
Can management explain who is accountable when an automated system acts?
Are vendor promises being evaluated against our data, controls, and operating capacity?
What evidence would tell us this initiative is ready to move beyond a pilot?
A Useful Fit
I am selectively considering board and advisory-board opportunities with organizations where technology is consequential to strategy, risk, or execution. I am Oklahoma-rooted and available for the right work nationally.
- Established companies navigating AI adoption or significant technology change
- Regulated or compliance-sensitive organizations where accountability matters
- Founder-led and growth-stage companies building operating discipline
- Civic and mission-driven organizations facing consequential technology decisions
Built in the Real World
Current Board ServiceBoard Member · Oklahoma AI Roundtable ↗
I have been shipping software since 1995 and have led Clevyr for seventeen years. The company has grown to a thirty-plus-person U.S.-based team and delivered more than one hundred production systems, including compliance-sensitive work in energy, banking, and lobbying. I also served in the United States Marine Corps. Together, those experiences shaped how I think about accountability, teams, risk, and making sound decisions with incomplete information.
Any potential role begins with a candid discussion of the organization's needs, fiduciary and independence expectations, time commitment, and any Clevyr-related conflicts.
Prefer another channel? Find Matthew on LinkedIn or explore his work at Clevyr.