Who we are
Lab director, Johns Hopkins CBID · Faculty across biomedical engineering, medicine, and business
I struggled for the longest time identifying as an academic, not because it is a bad identity, but because my military roots felt like a world apart from the ivory tower. One day a friend pointed out that I am a biomedical engineer, neuroscientist, and informaticist with a law degree. And that changed everything.
I get the unique pleasure of spending as much time with business students and government officials as with community leaders and justice impact folks endeavoring for a fresh start. Because I know the lab only works when the people who live the problems help shape what we build.
That mix is unusual on purpose: veterans and SkillBridge fellows in the same orbit as high school Innovation Scholars, Bloomberg School fellows, and Baltimore City agencies. Translation is not a slide deck here; it is the thread from classroom to clinic to community.
Institutional roles alongside CBID and the lab, from Hopkins Engineering strategy and the Veterans Employee Resource Group to national consortia and Baltimore-facing collaboration, each informing how we teach and who we partner with.
Appointed by the dean of engineering to create and lead the school’s first Office of Strategy Management, including a nested program management office. Framed strategic planning and performance for a $500M+ enterprise, coached leaders across departments and research centers, and aligned execution with the Provost, President’s Office, and governing boards.
Helped launch the university’s Veterans Employee Resource Group (VERG)—a staff- and faculty-led community for veterans, service members, and military-connected employees across Johns Hopkins. The early work was deliberately unglamorous: aligning with HR and senior leadership on charter and priorities, creating reliable touchpoints for peer support and visibility, and making the case that veteran talent is part of how the institution operates, not an add-on. That foundation is what lets VERG advocate on benefits, hiring, and retention with the credibility of people who have worn the uniform and now wear Hopkins badges too.
Outward-facing strategy and engagement for the NIH-backed NeuroTech Harbor ecosystem, helping partners, funders, and the public connect large-scale neurotechnology investments to patients and practice, alongside senior personnel work on the program.
Co-led the Johns Hopkins arm of this Kauffman Foundation Knowledge Challenge project, building a practical model for how research universities work with under-resourced communities on entrepreneurship and economic prosperity. The retired program narrative is on the Baltimore Collab (archive) page.
Johns Hopkins presidential fellowship in 2020. In parallel, senior personnel on the U.S. Department of Commerce-funded Chesapeake Digital Health Exchange (~$1.3M), a regional initiative that paired design and deployment with business intelligence and reporting to grow a Mid-Atlantic digital health corridor.
Seminars and intensives that show up in how the lab works: regulation, leadership, emerging technology, and who gets to build the future of care.
Digital health tools, from wearable apps to AI-driven diagnostics, are transforming medicine, but innovation without oversight creates real risks. This course examines the legal, regulatory, and safety frameworks that govern digital health technologies, including how Software as a Medical Device moves from concept to clinical use. Students learn to navigate the intersection of FDA regulation, patient safety, and technological possibility.
A seminar built around one question: what do you owe the world as a business leader? Through thematic conversations spanning ethics, equity, and responsibility, students confront the human dimensions of leadership, examining how values shape decisions, organizations, and communities.
Immersive tech & equity
As VR and AI reshape healthcare, who gets to build these tools, and who gets left out? This course explores how immersive technologies can support clinical treatment, training, and social change, while centering inclusive design and health equity. Students evaluate emerging tech through the lens of access, ethics, and real-world impact.
BIDS · Innovation & regulation
This intensive connects AI-driven digital health innovation with the regulatory reality behind it. Students map how regulators, product teams, clinicians, and patients interact; dig into Software as a Medical Device (SaMD), classification, and FDA submission pathways; and follow products into post-market obligations, promotion, privacy, and security. Case studies, expert sessions, and applied assignments stress ethical leadership and what it takes to move ideas from concept to compliant use in practice.