Cultivating engineering excellence.
Exceptional engineering is the result of deliberate investment in people, culture, and growth. I focus on building environments where individuals feel supported, teams continuously improve, and strong technical outcomes become sustainable.
I have spent more than 20 years designing, building, and delivering software. That technical foundation shapes how I lead, from making informed architectural decisions and navigating complex technical challenges to helping teams build reliable, maintainable systems.
A little about how I lead
I believe engineering leadership is about creating the conditions for people and teams to thrive, while providing the guidance, support, and direction needed to deliver meaningful results.
Understanding how a team works means recognizing the varied strengths and weaknesses of its members and continually finding ways to improve. That means listening to people, challenging assumptions, and building practices and policies that support sustainable growth.
Sometimes that means improving the development process. Sometimes it means investing in someone's professional growth, challenging an established practice, or making a difficult organizational decision.
I am a believer in measuring what matters, listening to the people doing the work, and making incremental improvements rather than waiting for a sweeping transformation.
My goal is straightforward: build teams where people feel safe, supported, and valued, have meaningful opportunities to grow, and take pride in what they accomplish together.
Making a measurable difference
I am proud of the teams I have helped build and the changes we have made together. A few examples:
Making professional development a priority
3.67 → 10.00 / 10
An improvement in how team members rated their professional development experience.
Professional development should not be something we remember to discuss once or twice a year. By putting more structure, attention, and consistency around growth, I create environments where people feel more supported in their careers.
Building a design system that scales
16-person cross-functional team · 12 engineering teams supported · Android, iOS, and Web
I led nine engineers within a 16-person, cross-functional design system team, working closely with product and design leadership to develop and maintain a shared design system supporting 12 engineering teams across three platforms.
Beyond developing reusable components, the real challenge was establishing the engineering practices, collaborative relationships, and shared ownership needed to make the design system successful at scale.
Improving engineering team health
35% improvement
Using team feedback, measurable indicators, and iterative process improvements, I worked to identify sources of friction and make meaningful changes to the engineering experience.
The approach was less about launching big initiatives and more about continually listening, experimenting, and learning what actually made a difference.
Things I am building
I enjoy solving problems, and that curiosity does not stop when the workday ends.
Building software outside my day-to-day leadership responsibilities gives me a chance to explore emerging technologies, challenge my assumptions, and stay connected to the craft of engineering.
Paragon
Better tooling for professional development
Throughout my career, I have seen how easily professional development becomes disconnected from the everyday work of engineering.
Goals get buried in documents. Career conversations become tied to performance reviews. Progress is difficult to capture, and valuable context gets lost.
I started building Paragon to explore a better approach: a tool that makes professional growth more visible, continuous, and easier to support.
It is an extension of how I approach engineering leadership: identify an opportunity to improve how people work, challenge existing processes, and build something useful.
The project also keeps me hands-on with modern software development and AI-assisted engineering practices.
Adrift
Exploring practical applications of AI
I am an enthusiastic amateur mixologist, and my home bar has a habit of generating both cocktails and software ideas.
Adrift is a native iOS application I am building to help manage a growing spirits collection, discover cocktails, and simplify the process of keeping a bar inventory organized.
One of its more interesting features uses AI to help identify spirits from photographs and barcode scans.
Building it has given me an opportunity to work across SwiftUI, Go, PostgreSQL, and Google's Gemini models while exploring the practical challenges of incorporating AI into everyday software.
A few things I have written
I occasionally put my thoughts about engineering leadership, team health, and continuous improvement into writing.
The Cost of Never Slowing Down
Why constantly pushing teams to deliver can undermine the very outcomes we are trying to achieve.
A Data-Driven, Iterative Approach to Culture and Well-Being
An exploration of how feedback, measurement, and small deliberate changes can make engineering teams healthier and more effective.
Read A Data-Driven, Iterative Approach to Culture and Well-Being on LinkedIn
Let's connect
I enjoy connecting with people who care about engineering leadership, healthy teams, and finding better ways to work.
If something here resonates with you, feel free to reach out on LinkedIn.