Our Story

I never meant to end up in technology. My hands were built for fixing things—as a firefighter pulling people from wreckage, a tow truck driver hauling broken-down dreams off highways, and as a mechanic bringing dead engines back to life.

After selling everything we owned, my high school sweetheart (now wife) and I packed up and left Michigan for Florida with wild dreams. I ran the local shop for the biggest tire, battery, and repair chain in the country—the kind of place where I came home every night smelling like motor oil and tire rubber.

Then fate walked through my shop door.

Six months after trading my wrench for a headset, I got summoned to a conference room that would change my life forever.

I walked into what I thought was a routine meeting and found myself face-to-face with company leadership and a team of IBM architects planning an enterprise-wide transformation. I had no idea why I was there—the technical discussion might as well have been ancient Greek.

Then I understood: I wasn't there for my tech knowledge. I was there because I understood operations. While the architects spoke in acronyms, my job was to translate: "How will this affect the morning rush? What happens when the system goes down during Black Friday?"

That's when I discovered my superpower: I could see both sides of the technology curtain.

What followed was two decades of the most incredible education you could imagine.

I traveled the world architecting solutions for Fortune 100 companies and federal agencies. I built technology infrastructure for professional sports stadiums. I guided global retail mergers through digital transformations. I stood in war rooms during cyber breaches.

I learned secrets that would make your head spin. I saw budgets that could fund small countries. I watched technology decisions get made that would affect millions of people—often by people who had never actually met one of those affected millions.

But most importantly, I learned something that haunts me to this day: the biggest players in technology actively design systems to keep smaller players out.

It's not malicious—it's systemic. Enterprise technology is built for enterprise buyers. The complexity, the costs, the vendor relationships, the implementation timelines—all of it creates a moat around capabilities that could revolutionize any business, if only they could access them.

Last year, I achieved 135% of my sales target at a global technology company. I won awards. I was living the dream of enterprise success.

Then, on a Friday morning at 10:30 AM, my phone rang. "We're letting you go," my boss said in a two-minute conversation that ended twenty years of enterprise loyalty.

By 11 AM, I was unemployed for the first time since I was seventeen.

After the shock wore off, I decided to attend local business networking events to see how "the other side" uses technology.

I walked out of my first event with unbridled rage.

It was like stepping back 10 years minimum in time. The number of shocked looks when I'd ask "why don't you do it this way?" followed by "can that be done?" or "isn't that expensive?" genuinely rocked me to my core.

How do the people who account for 43% of U.S. GDP not even understand the fundamentals of today's technology?

Then it dawned on me: We productized that knowledge. We locked it away behind complexity and cost barriers.

Nope. This stops. NOW.

Thalamus AI was born from that rage. Not from ambition, but from clarity.

Small and medium businesses generate intelligence 24/7. Nobody ever taught them what to do with it.

Your website analytics sit in Google Analytics. You look at visitor counts. That's it.

Your sales data sits in QuickBooks. You use it for taxes. That's it.

Meanwhile, enterprises blend ALL this data together and see things you can't imagine: which customers are most profitable, what marketing actually drives revenue, when to launch products based on seasonal patterns, which services to expand vs. which to kill.

This isn't just a business problem. It's a social justice issue.

The same 90% of creative minds locked out of technology innovation could revolutionize education, healthcare, local communities, and industries we haven't even imagined—if someone removed the artificial barriers.

We work WITH the 20%—the rebels who refuse to accept "that's just how it's done." Business owners tired of black box solutions. Industry leaders sick of vendor manipulation. Entrepreneurs who know there's a better way.

We build FOR the 80%—who'll benefit once we've proven it works.

The 20% aren't braver. They're just done waiting.

The 80% aren't followers. They're smart enough to let others take the risk first.

Both are necessary. That's how movements work.