About
Engineering leadership that scales
I've spent the last decade building software and leading engineering teams. From individual contributor to managing multiple teams, I've learned that exceptional engineering organizations are built on strong foundations: great people, clear practices, and a culture of continuous improvement.
Impact at a glance
Engineers Led
Across multiple teams
Deployment Frequency
Increase through platform improvements
MTTR Reduction
Mean time to recovery improvement
Teams Managed
Concurrent team leadership
Leadership journey
Engineering Leader
·Current Role2023-Present
Leading engineering transformation initiatives, focusing on scaling engineering organizations, improving delivery metrics, and building exceptional teams.
- Leading platform engineering transformation
- Mentoring engineering managers and tech leads
- Contributing to engineering culture and practices
Senior Engineering Manager
·Scaling Platform2021-2023
Led multiple teams across platform engineering, responsible for infrastructure, developer tooling, and engineering productivity initiatives.
- Managed 40+ engineers across 4 teams
- Launched platform initiatives that improved developer velocity
- Established SRE practices and incident response protocols
Engineering Manager
·Tech Company2018-2021
Transitioned to leadership, managing a team of 8 engineers while maintaining technical depth. Focused on building high-performing teams and improving developer productivity.
- Grew team from 4 to 12 engineers
- Increased deployment frequency by 3x
- Reduced MTTR by 60% through better observability
Individual Contributor
·Various startups2015-2018
Started as a full-stack engineer, building web applications and learning the fundamentals of software engineering at scale.
- Built production systems handling millions of requests
- Led technical initiatives as a senior IC
- Mentored junior engineers and contributed to team growth
Operating principles
Engineering Excellence
High standards for code quality, architecture, and practices. Technical debt is managed proactively, not avoided.
Team Growth
People are the most important asset. Invest in hiring, development, and creating an environment where engineers can do their best work.
Data-Driven Decisions
Use metrics to understand what's working and what isn't. Balance quantitative data with qualitative insights.
Ship and Learn
Velocity matters, but not at the expense of quality. Optimize for learning and iteration while maintaining high standards.
Let's work together
Whether you're looking to scale your engineering organization, improve delivery metrics, or build exceptional teams, I'd love to hear from you.