Story
The career began in 1997 with a hardware firm Joe founded, and moved through ERP consulting, managed services for banks and consulting to law firms.
From there it ran through the first in-house IT department at a data-center company, a telecom’s shift from wireline resale to software, and nearly five years integrating nineteen acquisitions at a PE-backed software company.
Today he leads AI and customer experience technology at one of the largest homebuilders in Texas. This page tells that story, chapter by chapter, with the numbers and the people who were there. The résumé holds the complete record.
Career span: 29 years and counting, measured at build and a floor
to Present9 months and counting
Perry Homes, VP, AI & Customer Experience Technology
- VP, Data & Analytics and Software Development, to
Bringing the customer stack home.
Customer-facing technology for one of the largest homebuilders in Texas: Salesforce, perryhomes.com, MyAccount, CPQ and marketing technology, plus enterprise AI for every employee and partner.
Joe joined Perry Homes in February 2026 to lead data, analytics and software development, and took on AI and customer experience technology in September. He is moving Salesforce ownership in-house after years with an implementation vendor, standing up a company-wide release calendar, replacing the sales and construction phone system, and scaling a fleet of AI agents that automate executive workflow.
0.5%
Dirt-ordering calculation error, down from 5 to 6%, after Azure Document Intelligence replaced manual reading of surveyor PDFs.
2,200
Data sources moving from Synapse to Microsoft Fabric, feeding 800 Power BI reports, halfway by mid-2026.
On a Perry Homes job site during framing.
to 4 years 7 months
Revalize, VP, Technology Operations
Nineteen acquisitions, one IT operation.
A global team of 28 across more than ten countries, for a PE-backed software company assembled from acquisitions.
Joe inherited the IT operations of a software company built by acquisition, each company with its own systems and vendors, and consolidated them into one operation. He negotiated the multi-cloud contracts, moved staffing to a Center of Excellence model, ran the enterprise AI strategy, and took the company through SOC 2 Type II and ISO 27001:2022.
$7M
Annual EBITDA improvement from integrating IT across 19 acquired companies.
78%
Reduction in security incident response and containment time through AI-driven tooling.
At a Microsoft partner event.
to 2 years 8 months
Call One, Incorporated, Director of IT
From wireline resale to a software company.
Director of IT across two business units with $4M in capital and operating budgets, and globally distributed teams in DevOps, help desk, infrastructure and project management.
Joe was hired to carry a telecom through its shift from three decades of wireline resale to UCaaS, SD-WAN and SDN, with a back office to match. He replaced a siloed ERP with a cloud platform, deployed a telecom CPQ wired to carrier APIs, moved infrastructure to Azure, and founded the company’s first project management office.
2 weeks
Service delivery time, down from more than two months, after automating key workflows.
$3M
Capital expense converted to operating savings in an Azure infrastructure refresh.
A rooftop lunch in Chicago.
to 4 years 11 months
Deft, a Summit company, Director of IT
The first in-house IT department, built to pass audits.
Director of IT on the corporate leadership team, reporting to the CEO, for a data-center and cloud company then called ServerCentral.
Joe built the company’s first in-house IT department and moved it from a legacy SOC 1 to SOC 2, HIPAA and PCI-DSS programs. He converted the ERP to NetSuite, automated quote-to-cash, and replaced siloed local storage with a virtualized compute and storage stack across primary and disaster-recovery sites.
3
Compliance programs built from a SOC 1 start: SOC 2, HIPAA and PCI-DSS.
A video call in the Jackson conference room.
Earlier
to 1 year 3 months
HBR Consulting LLC, Manager
Two technology practices, one.
Joe helped fold the IT services and document management groups into one technology practice, and served law-firm clients from interim CIO seats to project rooms.
to 1 year 11 months
Compushare, Service Delivery Manager
Service delivery for 120 banks.
Joe finished folding an acquired Midwest services firm into the Compushare brand and ran service delivery in two regions, acting as CIO to the fully outsourced clients.
89
Net Promoter Score in the region, up from 26 in two years.
to 4 years 11 months
Riverside Consulting Group, Consultant
Dynamics in the cloud before it was ordinary.
Joe expanded an ERP practice into cloud delivery of Microsoft Dynamics and built the first Microsoft Hosting Program solution in the industry on a consolidated server architecture.
to 8 years 7 months
JMDN.net, Managing Director / Founder
A firm founded in 1997.
Joe founded the firm in OEM hardware supply, moved it into business technology consulting when $500 mainstream systems ended the OEM market, and ran it for eight years.
$17.5M
Revenue reached by the firm he founded in 1997.
In numbers
Every figure on this page, with the chapter it belongs to. Each one is stated in the résumé.
Perry Homes
- 0.5%Dirt-ordering calculation error, down from 5 to 6%, after Azure Document Intelligence replaced manual reading of surveyor PDFs.
- 2,200Data sources moving from Synapse to Microsoft Fabric, feeding 800 Power BI reports, halfway by mid-2026.
- 27Specialized AI agents automating executive workflow, alongside AI Factory and Product Factory practices.
- 2xStory-point velocity by Q3 2026, after AI-assisted development and BSA-to-developer PRD and ERD pipelines.
- $250KDeveloper time invested to automate warranty processing with no staff reductions, redeploying capacity.
- 10 to 12Engineers restructured into two product-aligned squads for customer-facing apps and CPQ.
Revalize
- $7MAnnual EBITDA improvement from integrating IT across 19 acquired companies.
- 78%Reduction in security incident response and containment time through AI-driven tooling.
- $27MSaved over six years through multi-cloud vendor contracts, with $6M in complimentary consulting and software.
- 93%Weekly Microsoft 365 Copilot adoption, averaging more than 100 interactions per employee a week.
- 48%Cost reduction from moving to a Center of Excellence staffing model.
- 19%Fewer corporate IT Tier 1 tickets through AI chatbots, with routine helpdesk time cut 95% and the advanced backlog cut 33%.
- 28People on the global team, across more than ten countries.
Call One, Incorporated
- 2 weeksService delivery time, down from more than two months, after automating key workflows.
- $3MCapital expense converted to operating savings in an Azure infrastructure refresh.
- 35%Reduction in ticket resolution costs through AI-driven service management.
- $4MCapital and operating budgets directed across two business units.
Deft, a Summit company
- 3Compliance programs built from a SOC 1 start: SOC 2, HIPAA and PCI-DSS.
- 1stThe company’s first in-house IT department, reporting to the CEO.
HBR Consulting LLC
- 3Continents covered by the disaster recovery runbook he wrote for an Am Law 75 firm.
Compushare
- 89Net Promoter Score in the region, up from 26 in two years.
- 120Banking clients monitored and patched from the Dallas network operations center.
- 90%Weekly client-facing time in the region, up from 60%.
Riverside Consulting Group
- $2MSize of the largest client engagements, including Microsoft Dynamics ERP implementations.
- 1,000People at Echo as it grew into a publicly traded company on systems he helped stand up.
JMDN.net
- $17.5MRevenue reached by the firm he founded in 1997.
- 52People recruited: 37 independent consultants and 15 full-time employees.
The record
- The résuméEvery role, title, date, skill, degree, course and reference, on one page that prints.
- JSON ResumeThe same record as data.
- Speaking and mediaWhere he has said this out loud.