It owns the hardware
Bare metal in Florida that I provision, harden, and maintain myself. Not a reseller account with someone else's logo on the invoice. When a client asks where their data physically sits, there's a real answer with an address.
About
Twenty-four years, then I built the company.
2001: Compaq motherboards and DSL provisioning over the phone. Then a team of fifteen. Then eleven years as the business analyst building the dashboards executives actually decided from. Three of those years I owned a retail store and answered to a real P&L.
In August 2025 that chapter closed, and instead of looking for the next seat I started Innoventix LLC — a company that owns its own hardware and ships its own products. Eleven months later it runs bare metal in Florida, sells hosting on it, and has shipped a product line. Four of them take payment.
2025 → now
Innoventix is the company, not a side project.
Most people in my position would freelance. I'd rather own the infrastructure, own the products, and be the one accountable when something breaks at 2am.
It ships its own products
Tessera, the no-code app platform, and InnORMaps, the offline-capable mapping PWA, are both built and run under Innoventix. The hosting business sells the same infrastructure they run on. Each one funds and proves the next.
It builds for clients too
Metamour's ticketing and Stripe operation, Killzone's digital operation, the point-of-sale framework — client and product work go through the same company, the same standards, and the same person.
One accountable name
There is no account manager, no bench, and nobody to hand your project to. That's a constraint I chose on purpose: it caps how much I take on, and it means the person who answers the phone is the person who wrote the thing.
That vertical integration is the whole pitch. When I quote you a number, there's no hosting reseller, no agency margin, and no subcontractor between us — I own the metal it runs on and I wrote the code on top of it.
Every role, in order
The whole thing, nothing skipped.
Six titles across Deltona, Florida and the counties around it. Same work underneath each one.
Technical Support Specialist
1 yrConvergys
Compaq hardware support and DSL provisioning. Motherboards, memory, modems, drives — walking people through repairs over the phone.
Customer Service Professional
4 yrsBright House Networks
Inbound sales, billing, and cable and HDTV troubleshooting.
Lead Customer Service Professional
3 yrsBright House Networks
Co-managed a team of 10–15 agents. The escalation point for every call nobody else could resolve.
eCare Specialist
2 yrsBright House Networks
Ran speech-to-text analytics across every recorded call. Designed the metrics myself — language, tone, pace — and built the reports supervisors used to decide who to coach and on what.
Owner
3 yrsPwnage Games
Owned and operated a video game store. Purchase orders, accounting, trades, the register, the website, the network, and the tournaments. Three years of a real P&L.
Business Analyst
10 yrs 11 moSykes Enterprises
Eleven years turning business data into decisions for executive management. Built the forms, reports, dashboards, and databases leadership acted on, automated with Python, PowerShell, VBA, and Power BI.
Founder & Principal Engineer
11 moInnoventix LLC
Founded Innoventix to build and own the work rather than rent it out. It runs its own infrastructure — bare metal in Florida — and ships products on top of it: Tessera, InnORMaps, and the hosting business itself. Client platforms and the point-of-sale framework are built under the same roof. Eight systems in eleven months, four of them taking payment.
What changed, and why it holds up
Nothing about how I work. Everything about how much I can finish.
The twenty-four years aren't a credential. They're the reason the systems survive contact with money.
The constraint was never the thinking
Eleven years as a business analyst meant taking a messy operational problem, modeling it, automating it, and putting it in front of executives as something they could decide on. The distance between knowing exactly what should exist and having the hours to build it — that was the whole bottleneck.
What changed in 2025 was scope, not skill
That distance collapsed. A full product line since August 2025, four of them taking real payments from real customers. Working with AI is why one person now covers infrastructure, backend, frontend, and the business case at once. The job description didn't change — the ceiling did.
Leverage without judgment collapses
Leverage without judgment produces impressive-looking systems that fall over the first time money moves through them. The judgment is the part that took twenty-four years. It's why the point-of-sale framework treats money as a type the compiler refuses to mix with a plain number, never mutates a financial record, and writes an idempotency key before contacting a payment processor.
The real number, not the flattering one
It's why the NetStorm prototype ships with a status document saying it's 10–15% done and the hardest part hasn't started. I would rather tell you the real number than the flattering one. That habit came from briefing executives, and it's the most useful thing I have.
Hiring, or need something built?
Same form either way. Tell me which, and what the problem is. I read every message myself and reply within one business day.