My Approach
Engineering Leadership
I came up as an engineer before I became a leader, and that background is something I actively lean on. I’m the kind of leader who still gets into architecture discussions, who can read a system design and ask the uncomfortable question, and who earns credibility with engineers by engaging with the work rather than managing around it.
At the same time, I’ve come to believe that technical excellence without strong relationships is a ceiling. The teams I’ve seen do their best work are the ones where trust is high, context flows freely, and people feel genuinely invested in one another’s success. Building that environment is where I put most of my energy - because without it, the technical work is always harder than it needs to be.
Technical Depth
I stay close to the architecture. Not to make decisions for the team, but to ask better questions, spot risk earlier, and earn the credibility that lets me advocate for engineering when it matters.
People First
Great products are built by great teams. My highest-leverage work is developing people - not just their technical skills, but their judgment, confidence, and career trajectories.
Radical Transparency
Teams do their best work when they understand the “why.” I share context freely - strategy, constraints, trade-offs - and expect the same candor in return.
Execution & Impact
Ambition without delivery is just talk. I build rhythms and systems that make teams predictable, and I translate technical work into outcomes - margin, velocity, risk - that the business actually cares about.
Aperture
Writing
I write about engineering leadership - the hard parts, the overlooked parts, and the things I wish someone had told me earlier. Published at aperture.ghost.io.
- Playing the Infinite Game
The goal isn’t to win. It’s to remain a great place to work - and that mindset changes every decision you make.
- The 1:1 That’s Worth Having
Most 1:1s are just status updates with eye contact. They don’t have to be.
- The Promotion Nobody Should Be Surprised By
If your leadership team is surprised by a promotion recommendation, you’ve already waited too long.
- Stop Asking Engineers to Code Boggle
A decades-old interview ritual that tells you almost nothing useful about the person sitting across from you.
Beyond Work
Life in Bolton
My wife and I have lived in Bolton, Massachusetts for 21 years - long enough to have watched our two kids (now 9 and 14) spend their formative years in the same neighborhood we moved into when we were just figuring things out. Our boxer, also 9 and equal parts stubborn and loving, rounds out the household.
Outside of work you’ll find me in the kitchen working through something ambitious, in the garage on a woodworking project, at a live music show, on a trail, out on the water in a kayak, or sketching out apparel designs. The creative and physical outlets keep me sharp - and the time with family keeps everything else in perspective.
Always Building
Tinkering
I’ve always been someone who builds things outside of work - woodworking, cooking, apparel design. AI has added a new dimension to that: it’s the first tool I’ve encountered that meaningfully collapses the gap between having an idea and being able to execute it. I’m leaning into that.
Live 2 Cook
A recipe-sharing web app that a group of friends and I conceived years ago and never quite found the time to build. With AI as a force multiplier, I’m finally bringing it to life through Claude Code - playing the role of product owner, designer, and (occasionally) engineer. It’s a good reminder of what it feels like to be on the other side of the table from the engineering team.
Visit live2cook.com →Master Bathroom Redesign
A full bathroom renovation planned almost entirely with AI - from layout exploration, product ideas, and materials sourcing to contractor coordination. What used to require hiring a designer or spending weeks researching took days, and the outcome is genuinely better for the iteration speed AI enabled.
Career
Experience
Director of Engineering, Data & Platform
- Evaluated and redefined team charters and execution models across four teams - data ingestion, platform infrastructure, billing, and analytics
- Partnered with product and executive leadership to assess platform scalability, technical risk, and roadmap feasibility
- Established foundational engineering management practices including capacity planning, prioritization frameworks, and execution norms
Director of Engineering
- Led three engineering teams (22 engineers, 3 managers) responsible for cloud cost intelligence, Kubernetes observability, and core data platform capabilities at a Series B–C SaaS company
- Scaled engineering capacity 3× in 18 months, accelerating feature time-to-market by 40% through targeted hiring and onboarding redesign
- Delivered 25% increase in addressable market via integrations with Azure, GCP, Datadog, Databricks, MongoDB, and New Relic
- Architected a Prometheus-based Kubernetes cost allocation agent, reducing total cost of ownership by 60% and becoming a core product capability
- Improved gross margin by 8 points and reduced COGS by 15% through platform and operational optimizations
Vice President of Engineering
- Directed engineering functions at a Series A SaaS startup, uniting development, DevOps, production support, and GRC
- Expanded engineering capacity by 50% with zero regrettable attrition through structured hiring, mentorship, and career growth programs
- Launched self-service platform creating a new GTM channel projected to generate 50% of new ARR
- Achieved first SOC 2 Type II certification, unlocking enterprise sales and securing $2M+ in potential ACV
- Improved delivery velocity by 35% while consistently delivering within 10% of committed timelines
Vice President of Product & Engineering
- Led product engineering and technical operations delivering a cloud-native financial planning platform, directing a 25-member blended team across software, QA, product, DevOps, and GRC
- Increased delivery velocity by 30% through agile SDLC and strategic Scrum team composition
- Formed and led strategic partnership with Intuit, integrating QuickBooks Online with Planning Maestro
- Led sell-side technical due diligence and investment discussions with PE and strategic buyers
Vice President of Digital Commerce Solutions
- Led a 65-person geographically distributed engineering team across eCommerce, CMS, digital pricing, and product search
- Rearchitected eCommerce systems, enabling business transformation from à la carte to unlimited consumption model
- Implemented Scrum across engineering teams, improving delivery predictability and adaptability
Head of eCommerce Engineering
- Fully accountable for a $9.5M P&L, translating business strategy into technology solutions in partnership with product, DevOps, security, and C-level leadership
- Scaled engineering team 125%+ from 40 to 95 engineers with 12 leaders to deliver exceptional product features
- Boosted year-over-year revenue 60% through robust technical solutions and services
- Maintained 99.999% uptime for a high-volume, low-latency SaaS OLTP platform
Additional Hands-On Experience
Principal Software Engineer / Technical Lead at Fidelity Investments · Senior Software Engineer at Litle & Co., Geode Capital Management, and NerveWire, Inc. · Software Engineer at Tallan
Education
B.S. Computer Science - Brown University, Providence, RI