About
I lead through the parts that are about to go wrong.
Director-level engineering leader and consultant, repeatedly entrusted with the deliveries, deployments, and processes most at risk — broken release cycles, destabilized customer environments, contracts on the brink of being lost.
I help executive management set strategic technical direction and align on the tactical steps that increase velocity and quality — improving revenue and customer retention in the process. My strengths are in revamping engineering culture and process, operating with full ownership and autonomy, to re-energize business-critical projects across global organizations.
I currently lead a globally distributed engineering organization at an AI-native data infrastructure company, managing managers and engineers across the US and Asia. Over my career I've led teams up to 75 people across geographies and time zones, with core depth in Linux and open-source software, storage, REST and other API paradigms, native and web UI development, and SaaS deployments.
How I operate
Full ownership, full autonomy
I take complete accountability for the outcome — and ask for the authority to match. No re-litigating scope mid-engagement.
Small, focused teams
The turnarounds that worked were never about adding headcount. A five-person team with tight scope beats a large one without it.
Partnership over politics
Most cross-functional noise is a communication gap, not a values conflict. I build the forums and relationships that close it.
Structure that outlasts me
Release trains, support models, and operating cadences I've stood up are designed to keep running after I move on.