About Me
I work with leaders who have to make technology decisions under real constraints: time, budget, people, and external scrutiny. These decisions are rarely clean, and their consequences often appear later, when conditions have changed and explanations matter as much as results. My role is to help ensure those decisions are grounded, proportionate, and defensible based on what is known at the time.
I started my career in 1992 as a software engineer and grew into technology leadership through systems that were already complex, fragile, or under pressure. Over the years, I've built and led engineering organizations of more than 250 people, managed portfolios exceeding $100M in total budget, and supported platforms used at scale in regulated, high-stakes environments, particularly in FinTech, SaaS, and complex B2B systems. Across very different contexts, one pattern stayed consistent: evidence, structure, and clear ownership work better than optimism or improvisation.
Today, I work primarily with organizations in the 20-500 employee range, where technology is critical but executive bandwidth is limited. Sometimes the need is clarity around a single decision. Sometimes it is ongoing judgment, structure, and alignment across teams and vendors. In other cases, it requires hands-on involvement to translate decisions into execution without losing intent or control. In all cases, the goal is the same: steady progress the organization can stand behind, even when conditions change.
My approach is practical and transparent. I make my reasoning visible, explain trade-offs, and call out risks early. I do not promise perfect outcomes or fast transformations. I focus on decisions that are appropriate for the situation, processes that match the business, and systems that support goals without creating unnecessary complexity or hidden exposure. When something cannot be done responsibly within the given constraints, I say so early.
This work is not about innovation theater or motivational leadership. It is about adult supervision of technology decisions where the cost of being wrong is real, and the ability to explain why a decision was made matters as much as the decision itself.
For a more detailed view of my background, including roles, certifications, and professional history, you can review my resume or visit my LinkedIn profile. Both provide a fuller picture of the environments I've worked in, the responsibilities I've held, and how others describe working with me. I treat these as reference materials for those who prefer to validate experience before starting a conversation.