Simplifying technology and building the foundation for the next phase of your journey.

Converted a consultant-run organization into an employee-led one

The organization I led was 80% consultants and 20% employees. I took the strategy over from the consultancy, then converted the mix to 20% consultants and 80% employees, mentoring people and advancing them into senior and leadership roles.

Why it mattered. Strategy and knowledge moved in-house, to people the company was investing in. The organization produced the highest internal promotion rate in the company.

Made platform investment a business conversation

I created the technical product management function and a multi-tier governance model that connects executive strategy, architecture, and frontline engineering feedback.

Why it mattered. Platform investment stopped arriving as an infrastructure request. It was weighed as a product decision, with a roadmap and success metrics.

Gave the business a safe way to change faster

a Fortune 500 industrial distributor

I persuaded product and engineering leaders to resequence their own roadmaps, arguing that a stack of short-term wins cannot carry a multi-year plan. I won approval from the risk and audit committee, $10M+ in funding, and one third of the engineering backlog.

Why it mattered. The modernization had been deferred for years, and the legacy commerce platform was heading toward end of life. Funding it accelerated the business's ability to make change safely and cut the revenue risk that came with waiting.

Got products right the first time and reacted to change as a team

a Fortune 500 industrial distributor

I ran 75-100 embedded coaching engagements and moved delivery from medium to elite performance.

Why it mattered. Better collaboration between product and engineering meant the product was right the first time. Teams experimented more and responded to change together.

Shortened delivery timelines across an acquisition

a Fortune 25 health services company

I led the multi-year DevOps roadmap for 7,000+ engineers and scaled it to absorb about 3,000 more after an acquisition. Tooling cost fell 15%+ on a $10M+ annual portfolio.

Why it mattered. The work reduced the white space between tasks. That cut wait times and overall delivery timelines.

Aimed a $4M-a-year technology budget at growth and margin

a $550M distribution subsidiary

The business had set out to double its growth. I built the multi-year roadmap across application modernization, cloud migration, and distribution automation, and directed about $4M a year of investment against it, targeting employee growth at about 75% of its pre-roadmap pace. I was accountable to both the subsidiary's leaders and its corporate parent.

Why it mattered. In distribution, margin comes from moving more product with the same people and putting sales time where it wins. Every initiative on the roadmap had to show how it did one of those.

Put sales time back where the margin is made

a $550M distribution subsidiary

Sales staff spent an estimated 8,000 hours a year on manual review. I redesigned how that work was done and moved the remainder to support staff.

Why it mattered. The standardized process became the base the later automation depended on. It returned time to the sales organization, which is where the business had its competitive advantage.

Grew throughput without growing labor

a $550M distribution subsidiary

I built a build-versus-buy framework with the business's leaders, grounded in competitive advantage rather than technical preference. Custom investment went to the sales organization. Commercial products covered commodity needs. I also set the strategy for robotic warehouse automation, including how it would connect to the legacy ERP and warehouse systems.

Why it mattered. More volume through the same warehouse labor is margin. The automation targets 5-10% throughput gains with labor held flat and an error rate near 0.1%.

How: Robotic warehouse automation, legacy ERP and WMS integration

Bought enterprise scale instead of building it

a $550M distribution subsidiary

I defined how the subsidiary's technology team and the parent's worked together. The subsidiary moved faster on its own priorities and drew on the parent's networking and security scale. I established a cloud foundations capability on that basis and introduced AI engineering practices to the team. Then I handed the roadmap, operating model, and decision frameworks to the subsidiary's own technology and portfolio leaders.

Why it mattered. The business got enterprise-grade security and networking without carrying enterprise-size cost, and it owned the plan afterward. I structured the engagement to leave durable artifacts, not a dependency on me.

Raised engineering productivity with AI

a Fortune 500 industrial distributor

I sponsored the enterprise GenAI rollout and phased it around what engineers actually trusted, not a mandate. AI went into delivery, cost management, and security workflows.

Why it mattered. An engineer survey validated the gain. It was measured, not assumed.

Scaled cost savings without adding headcount

a Fortune 500 industrial distributor

I shipped a production AI system that turns high-volume cost data into a short ranked list of actions, routed to the leader accountable for each workload. I capped the list on purpose, because overwhelm drives inaction.

Why it mattered. A small FinOps team reached the whole company, and engineering teams acted on the output.

How: Multi-agent system on AWS Bedrock

Protected the revenue path

a Fortune 500 industrial distributor

I owned the enterprise API gateway fronting 1B+ calls a day and consolidated three competing solutions into one secure, lower-cost capability.

Why it mattered. Customers got fast confirmation that their order was received, and the business ran one platform instead of three.

How: API gateway, an event platform processing 40B+ events a day, zero-trust service mesh

Retired the platform that put revenue at risk

a Fortune 500 industrial distributor

I led the program to replace an on-premise monolith with a cloud-native foundation and defined reliability around three revenue-generating value streams. I set targets with product and sales: a response above one second lost money, and below 800 milliseconds added it.

Why it mattered. The old platform was heading toward end of life, so moving quickly reduced risk to the primary .com business.

How: Strangler pattern, SLOs across 50+ services

Moved customers without disrupting checkout

a Fortune 500 industrial distributor

I put the customer identity platform ahead of competing roadmap work, rebuilt its data store, and migrated accounts through the login flow.

Why it mattered. Customers moved over without a forced cutover and with minimal disruption at the point of sale.

Cut the cloud bill

a Fortune 500 industrial distributor

I made cost a design constraint in roadmap and architecture decisions across the cloud estate. Savings included $1.2M from container optimization, $1.2M from AI/ML platform costs, $1M from re-platforming search, and $500K from a database migration to lower-cost infrastructure. I also led the first enterprise discount negotiation on a $30M+ vendor portfolio.

Why it mattered. Cost became part of how the business planned, not an afterthought.

How: Container platform rebuild, ARM-based databases, search re-platform

Reduced security risk inside delivery

a Fortune 500 industrial distributor

I embedded static, dynamic, and dependency scanning into delivery pipelines as part of a DevSecOps transformation.

Why it mattered. Security checks ran as part of delivery instead of waiting at the end.

How: SAST, DAST, and SCA in CI/CD