I build engineering systems that keep working after I leave.
Over twenty years I've grown from hands-on engineering into leading platform organizations at Google, LinkedIn, FireEye, Pantheon, and AppOmni — scaling globally and navigating the hard moments when execution stops keeping pace with the business.
What I've learned: most execution problems aren't about talent. They're about systems.
FireEye · Pantheon
From scaling teams to restoring execution.
I've grown from hands-on engineering roles into leading platform and engineering teams — scaling globally, navigating complex transitions, and building systems that deliver reliably.
But more importantly, I've seen where things break. Execution slows. Priorities drift. Teams grow, but outcomes don't.
Across each phase — from writing code to leading large-scale organizations — I've been drawn to complex, high-stakes environments where clarity, structure, and leadership make the difference between momentum and stagnation.
Today I work with companies that are feeling the strain of growth — where systems, priorities, and execution haven't kept pace with the business. I help restore structure, alignment, and predictable delivery so teams can move forward with clarity again.
Three principles that shape how I work.
Teams don't need more process — they need clear charters, clear ownership, and clear priorities. When engineers know exactly what they own, execution follows.
A team moving hard in five directions delivers less than a team moving deliberately in one. I focus on building shared alignment across Engineering, Product, Sales, and CS before optimizing velocity.
I don't build systems that require me to keep running them. Every engagement aims to leave behind an operating model the team can sustain — and build on — independently.