Building things that matter,
at the scale they deserve.
I've spent 18 years at the intersection of AI, privacy, and human-centered software — building products that protect people's data, aid clinical diagnosis, and help organizations understand their markets. My work is defined less by what I've shipped and more by how I've shaped the teams, decisions, and systems that made shipping possible.
Engineering leadership at
Not what I built.
How I built it — and why.
The systems I'm proudest of aren't the most technically complex. They're the ones that lasted, that teams could extend, that users actually relied on.
18 years, three high-stakes domains
Privacy protection, clinical AI, and enterprise market research share a common demand: software that earns trust in environments where the cost of failure isn't measured in revenue alone. That context shapes how I think about every engineering decision.
Growing teams that outgrow the manager
At Intel I spent 11 years building not just products, but the engineering culture around them — growing from individual contributor to architect to manager of a 40+ person global organization. The measure I care about is whether the team is stronger when I'm not in the room.
A builder who never stopped building
Two US patents filed while running full product teams. A global hackathon win in 2024. Eight innovation awards over 15 years. I believe engineering leaders who stay close to the problem — not as code reviewers, but as rigorous systems thinkers — make better decisions than those who don't.
How I think about this work
Occasional long-form essays on engineering leadership, systems thinking, and building software that earns its keep.
On Building Things That Matter
What 18 years in high-stakes domains — privacy, healthcare, market research — taught me about the difference between shipping features and delivering impact.
Read essayThe Manager's Paradox
Why the best engineering leaders stay close to the problem — and what "staying close" actually means once you're no longer writing the code.
Read essayI'd like to hear what you're working on.
Whether you're building something significant and want a thinking partner, exploring a leadership role, or simply want to exchange ideas on engineering at scale — I'm glad to connect.
Contact me