VP OF ENGINEERING · AUSTIN, TX
platform & infrastructure · org design · reliability
I scale engineering organizations and the systems underneath them at the same time — because doing one without the other is how companies end up with 140 engineers and a monolith nobody wants to touch.
01 / HOW I OPERATE
Every outage I have reviewed at length turned out to have an ownership gap upstream of the technical cause. Before I touch the architecture I find out who is accountable for each surface, and whether they know it.
Big-bang rewrites fail for reasons that have nothing to do with engineering skill. Both re-platforms I have led ran the old and new paths side by side under real traffic for months, with a switch that went both ways.
Growing from 38 to 142 without wrecking the culture meant writing the career ladder before we needed it, and promoting from inside for two-thirds of the leadership roles.
02 / SELECTED WORK
RE-PLATFORM · NORTHBEAM
Single region, one deploy window a fortnight, and an availability number the sales team had stopped quoting. We ran both paths under live traffic for seven months and cut over region by region.
DELIVERY · NORTHBEAM
Rebuilt CI/CD and the test estate so that shipping stopped being an event. Change-failure rate fell at the same time, which is the part people assume is impossible.
EFFICIENCY · NORTHBEAM
Right-sizing, committed-use planning, and retiring three data pipelines that had been quietly duplicating each other since a 2021 acquisition.
03 / EXPERIENCE
Northbeam Technologies
Quillon Data Systems
Arcata Systems
Arcata Systems
04 / TECHNICAL DEPTH
Not writing production code daily any more, and honest about it. Still reviewing designs, still on the incident rotation, still the person who reads the trace before asking for a summary.