Engineering systems that move the business.
A selection of outcomes from full-time engagements with B2B SaaS companies — each one focused on removing engineering as a constraint to growth.
Three stories from the front lines of engineering leadership
Select a case study below. Each one follows the same arc — the situation as I found it, the approach I took, and the measurable outcomes that followed.
Unblocking the integration bottleneck that was costing enterprise deals.
AppOmni's ability to win new enterprise customers depended on integrating their SaaS applications — but the data platform had become the bottleneck. Legacy architecture and growing complexity had pushed integration delivery to six months apiece at 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 happening in a silo, disconnected from the teams and customers depending on it.
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 got a focused charter so work could move in parallel without confusion about ownership. I introduced AI-assisted tooling at key stages to accelerate research and delivery, and drove the strategic direction for the rewrite so it served growth goals rather than existing in isolation.
- Engineering teams freed from maintenance firefighting to focus on new delivery
- End-to-end pipeline spanning research, engineering, sales, product & CS
From permanent firefighting to focused, predictable delivery.
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 rising, engineering in permanent firefighting mode, new feature development stalled. Customers felt the instability directly, creating churn and harder sales cycles. Teams had unclear charters, no shared vision, and were trying to own everything while delivering nothing consistently. I inherited a team of 5 and an engineering org of 35.
I established 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, stood up the SRE function from scratch, and established formal processes including an Architecture Review Board, Change Control Board, and enhanced incident management. Globally I grew the org from 5 to 70 engineers across 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.
- Churn reduction from 6% to 4%
- 100% of high-risk customer escalations resolved
- Task balance restored: 65% product, 20% bugs, 15% KTLO
- Gap between committed and completed work reduced by 30%
A platform rebuilt for scale — and for unicorn margins.
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 threatening the path to profitability. The engineering org had grown from 40 to 150 engineers in 18 months, but tooling hadn't kept pace — sandbox environments alone were projected to consume 20,000 hours of engineering downtime, with each sandbox taking nearly 9 hours to provision. Ten fragmented workload systems couldn't scale. The GCP migration was both a technical necessity and a business imperative tied to unicorn-status gross margins.
I led a multi-year modernization effort spanning architecture, infrastructure, and tooling. I drove the transition from monolith to microservices, migrated the full platform and customer base to GCP, and oversaw consolidation of ten fragmented workload systems into a single Unified Job Runner — a Go-based service that became the backbone for all platform task execution. I led the sandbox initiative that reduced provisioning time by 87% and increased capacity sixfold, unblocking a 150-person org that had ranked sandbox instability among their top three impediments. Across all of this, infrastructure cost reduction was a deliberate goal tied to gross margin targets.
- Full GCP migration completed during tenure
- Monolith-to-microservices transition enabling parallel delivery
- Sandbox capacity: 66 → 416 environments
- 400,000+ tasks running daily on the Unified Job Runner