Work I Have Led
A selection of outcomes from full-time engagements with B2B SaaS companies.
Data Layer Transformation
Delivery velocity & platform scalability
The Situation
AppOmni’s ability to support new enterprise customers depended on integrating their SaaS applications into the platform — but the data platform had become a bottleneck that made this nearly impossible. Legacy architecture, growing complexity, and scaling issues had pushed integration delivery times to six months per integration, at extremely high engineering cost. By the time I joined, the team hadn’t shipped a single new integration in almost a year. A platform rewrite was underway, but it was happening in a silo with no clear direction connecting it to the teams and customers depending on it.
Integration delivery time reduced from 6 months to 3 weeks
P1/P2 customer escalation backlog reduced from 35+ issues to single digits in 4 months
I brought structure and direction to what had become a fragmented effort. Rather than just fixing the rewrite, I built an entirely new data layer organization — four engineering teams and one research team — and designed an end-to-end pipeline connecting research, engineering, sales, product, and customer success into a single delivery system. Each team was given a clear, focused charter so work could move in parallel without confusion about ownership. With the introduction of AI-assisted tooling at key stages of the pipeline to accelerate research and delivery, I was able to achieve critical timeline gains. I also drove the strategic direction for the platform evolution, ensuring the rewrite served the organization’s growth goals rather than existing in isolation.
What I Did
Supported SaaS integrations approximately doubled
Engineering teams freed from maintenance firefighting to focus on new delivery
Results
Engineering Org Transformation & Platform Stability
Org Scale & reliability
The Situation
When I joined Pantheon, the relationship between engineering and the executive team had broken down. The platform was struggling under the weight of its own growth — customer incidents were rising, the engineering org was in permanent firefighting mode, and new feature development was stalled. Customers were feeling the instability directly, which was creating churn, harder sales cycles, and eroding trust in the platform. The org itself had unclear charters, no shared vision, and teams that were trying to own everything while delivering nothing consistently. I inherited a team of 5 and an engineering org of 35.
98.3% of sites on the platform beat SLA (goal was 97%)
100% of high-risk customer escalations resolved, returning accounts to green
Engineering task balance restored: 65% new product development, 20% bugs, 15% KTLO
I started by establishing a clear north star — operational excellence, transparency, and collaboration — and built an execution plan the entire org could rally around. I introduced focused team charters so engineers knew exactly what they owned and what they didn’t. I stood up the SRE function from scratch, building the observability, monitoring, and incident response systems that platform desperately needed. I introduced formal processes including an Architecture Review Board, Change Control Board, and enhanced incident management. Globally I grew the organization from 5 to 70 engineers and from 3 to 8 teams. On the product side, I led the delivery of Integrated Composer, a major platform feature that directly impacted sales pipeline and customer retention.
What I Did
Team velocity increased by 30%
Integrated Composer launch contributed to a 25% increase in sales pipeline and churn reduction from 6% to 4%
Gap between committed and completed work reduced by 30%
Grew engineering org from 5 to 70 engineers across global teams
Results
Platform Modernization & Infrastructure
Platform architecture & cost efficiency
The Situation
Pantheon's platform was built for a different era. As the customer base scaled into the hundreds of thousands of sites, the monolithic architecture was creating delivery bottlenecks, reliability risks, and ballooning infrastructure costs that were threatening the company's path to profitability. The engineering org had grown rapidly — from 40 to 150 engineers in roughly 18 months — but the developer tooling and infrastructure hadn't kept pace. Sandbox environments alone were consuming a projected 20,000 hours of engineering downtime in the first half of 2022, with each new sandbox taking nearly 9 hours to provision and a hard cap of 66 total. The platform was running 10 different fragmented workload systems that couldn't scale. The GCP migration was both a technical necessity and a business imperative tied directly to gross margin targets and the company's path to unicorn status.
99.95% uptime achieved for elite sites
400,000+ tasks running daily on the Unified Job Runner
Sandbox capacity increased from 66 to 416 environments
I led the platform organization through a multi-year modernization effort spanning architecture, infrastructure, and tooling. I drove the transition from monolith to microservices, enabling parallel delivery and clear ownership across the engineering org. I led the migration of the entire platform and its customer base to GCP, completing it during my tenure. I oversaw the consolidation of 10 fragmented workload systems into a single Unified Job Runner — a new Go-based service that became the backbone for all platform task execution. On the infrastructure side I led the sandbox improvement initiative that reduced provisioning time by 87% and increased capacity sixfold, unblocking a 150-person engineering org that had ranked sandbox instability as one of their top three impediments. Across all of this work, infrastructure cost reduction was a deliberate goal — one that contributed directly to the gross margin improvements needed for Pantheon to hit unicorn valuation.
What I Did
10 legacy workload systems consolidated into one
Infrastructure cost reduction contributing to unicorn-status gross margin targets
Sandbox provisioning time reduced from 8.7 hours to 1.17 hours
GCP migration completed with full customer base