Experience

I hold fractional executive roles with SaaS companies, embedded in the leadership team and accountable for outcomes during the engagement. I also advise technology leaders on product–engineering operating models, platform modernization, delivery performance, capacity and investment decisions, responsible AI adoption, and strategic readiness.

I am the author of Profitable Engineering and speak on engineering leadership, organizational design, Flow + Realization, responsible AI, and connecting technology investment to measurable business outcomes.

I advise the CEO and the Product and Engineering leaders of an AI-native academic data technology company on scaling technology, product development, and operating practices from early deployment toward repeatable, industrial-strength operations.

The work spans strengthening product development and delivery for scale; evaluating platform scalability, reliability, and resilience, including load, stress, and capacity testing to identify transaction limits, failure modes, and scaling investments; connecting technology investment to measurable customer and business value; and assessing readiness for growth, funding, strategic partnerships, or M&A.

Following Instructure’s $835M acquisition of Parchment, I led the 100+ person global Parchment Engineering and Technology organization with a dual mandate: continue operating and scaling the platform while executing the engineering integration into Instructure.

Across the 15-month integration, we sustained 99.98% uptime across roughly 55 million annual transactions, retained more than 90% of talent excluding reductions in force, integrated three acquired engineering teams, and transitioned teams, roles, ownership, delivery practices, and platform operations into the broader Instructure organization without disrupting the business.

Across four leadership roles and nearly twelve years, I helped scale Engineering and Technology from roughly 20 people into a 100+ person global organization across more than 10 countries, supporting a $100M+ credentialing business.

I led a multi-year transformation of the organization and delivery system: moving from siloed project teams and two major releases a year toward durable cross-functional teams, modern product and engineering practices, cloud-native architecture, DevOps and CI/CD, and increasingly evidence-based management using Flow, DORA, and value stream practices.

The result was an 80% reduction in measured lead time, multiple production deployments each day, more than 3,000 production changes annually, approximately 95% production-change quality, 99.98% uptime, and 90%+ talent retention.

The work extended beyond delivery. I partnered across Product and the business on priorities and investment tradeoffs, supported technical diligence and integration across nine acquisitions and three funding rounds, helped modernize the platform for scale and resilience, and beginning in 2023 led responsible generative and agentic AI adoption across engineering.

Staying that long was not inertia; it was the deliberate move. I wrote the full reflection in Staying was the hard move at Rethink Your Understanding.

Progressed through software engineering, architecture, management, and enterprise architecture roles supporting high-volume global shipping platforms and integrations across the United States, Europe, and Asia. The experience built my foundation in distributed systems, operational scale, engineering leadership, and cross-business technology delivery.

Began my professional career during the early commercial web era, building e-commerce software and customer solutions before moving into professional-services and product-engineering leadership. It was my first experience seeing how software architecture, customer needs, delivery practices, and organizational design have to work together.