About Us

Before the enterprise architecture. Before Cisco, Intel,  and Palo Alto. Before the executive briefings and AI strategy sessions — I stood on a production floor in steel-toed boots, accountable for keeping a line running.  I've operated steel cutting equipment, injection molding machines, robotic laser welders, and paint systems. I've worked in clean-room assembly environments, tracked supplier recalls, disassembled products for failure analysis, and participated in 5S initiatives. I've been the person whose day goes sideways when a machine goes down, when quality slips, when a supplier decision ripples through the floor.  That experience is not a footnote in my career. It is the foundation of it.

I moved from the production floor into manufacturing software, developing production, inventory, and PLC-integrated systems for textile and automotive manufacturers. I learned how the decisions made inside ERP and MES systems show up — or break down — in actual operations.  At Rockwell Automation, I served as a technical lead within the Manufacturing Systems organization, spending months inside plants during ERP and MES cutovers. I worked directly with plant managers and corporate leadership, developed database procedures supporting MRP, inventory, costing, and production planning, and participated in Lean Manufacturing and Kaizen initiatives. I also earned an International MBA with concentrations in Supply Chain and Operations and completed APICS coursework to deepen my understanding of manufacturing management.  Over the following two decades, I expanded into enterprise architecture, networking, cybersecurity, analytics, and AI — working with global technology leaders including Cisco Systems and Palo Alto Networks. I did not move away from manufacturing. I learned the technologies that were going to reshape it.

Businesses today are being asked to adopt AI, harden their cybersecurity, and modernize operations — often simultaneously, often without a clear sense of whether they're ready for any of it.  The gap between technology vendors and manufacturing operators is wide. Technology vendors understand their products. Manufacturers understand their operations. Someone must understand both.

That is what Three Kat Lane is built to do.  I founded Three Kat Lane to help manufacturers modernize thoughtfully — improving readiness, agility, traceability, resilience, and profitability without sacrificing the operational integrity that makes their businesses work. My perspective comes from having lived manufacturing from the shop floor to the boardroom. That's not a positioning statement. It's just what happened.

If you're a business navigating what modernization actually means for your operation, I'd welcome the conversation.