I am a Principal-level Software Engineer and Engineering Manager with a deep background in product development from ideation to delivery.
I have a proven track record of leading high performance, cross-functional product teams and I excel at creating clear communication between all parties involved in product specification, design, and delivery.
With my broad technical expertise drawn from a wide range of industry experience, I am confident in my ability to guide engineering efforts through challenging opportunities. I am still glad to roll up my sleeves and put in the hard work personally to ensure that things get done.
In either a leadership role or as an individual contributor, I am looking for an opportunity to work in an environment that provides the autonomy for me and my team to do our best work. At this point in my career I would like to be a part of building something—product or organization—that will have longevity. I look forward to creating high-quality, fit-for-purpose software solutions that will meet today's business needs and stand the test of time.
My work at Accenture has been an extension and expansion of the work I was doing at Fairway prior to our acquisition. Through Accenture I have been exposed to larger organizations and led larger teams.
As a Principal Consultant I led a number of successful project deliveries for our clients. The engagement lead role at Fairway was the position ultimately responsible for all aspects of project delivery including team leadership, timeline and budget estimation, requirements gathering and documentation, system architecture and design, and implementation.
IdentityAI was a new initiative at Sailpoint to leverage the large data sets of security events, activities, and information already capptured by Sailpoint's existing product lines to feed a machine-learning based system capable of automatically identifying critical security issues, performing real-time anomaly detection, and suggesting options for remediation before compromise. I was brought onto the team near the beginning of the project and was responsible for the architecture and implementation of several of the core micro-services that made up the solution.
Edgecase was building a B2B service providing product attribution at scale enabling an Amazon-like shopping experience for companies expanding into e-commerce. The engineering team at Edgecase was responsible for all aspects of the technical infrastructure, product development, and last-line technical customer support. Because of the small size of the team, I was responsible for all aspects of the product we were building.
I joined 3M during their attempt to break into the market for software solutions covering all aspects of transportation infrastructure. With my ability to come up to speed quickly in complicated environments, I was often moved between projects, going where there was the greatest need for immediate impact. Finally I was attached to the next-generation tolling effort as a technical lead and architect.
I was part of the team responsible for all software controlling and supporting the production process, ranging from low-level machine control and automation to server-oriented architecture that supplied production software services such as key management, cryptographic services, and configuration management.
I was brought onto this team near it's inception to help build out the foundational infrastructure and software that would become the base of HID's new approach to manufacturing control.
Responsible for supporting the legacy order and fullfilment systems and migrating these systems to modern technology. Launched the company's first mobile app.
Responsible for finding solutions to new problems, developing custom solutions for customer problems, and providing tools and support to other development teams.
The Unified Wealth Platform (UWP) was a web-based software offering for financial adviser and brokerages that allowed them to trade and manage their customer's financial investments. Tegra was on their second re-write of the front-end portions of the product when I was brought in as the delivery lead for the project. It was again in danger of failing due to unclear requirements, lack of architecture and planning, undocumented APIs and system behavior, overly-complicated backend systems, and unrealistic customer-facing deadlines.
Through concerted effort, we were able to clarify the requirements and align testing efforts to the documented requirements, we were able to document large portions of the API, adding strong typing to assist in correctness, and we put into place fundamental architectural thinking. Along the way we navigated competing stakeholder priorities, serious COVID disruptions, and continual environmental disruptions. At the same time I had to build a new team from the ground up as the client objected to plans of my predecessor, requiring us to go back to the drawing board with regard to staffing.
In the end we were able to work with the client stakeholders through necessary schedule adjustments and coach their leadership through the trade-offs that we were forced to make given the schedule. We successfully transitioned the project from a waterfall-style, plan-every-day release schedule and deliverables with predefined release dates and scope to a more Agile method of rolling releases on a regular cadence. Despite the unrealistic internal deadlines, we were able to find a path to deliver almost all of the originally promised functionality to the customer within the original customer timeline, or with slight delays (on the order of weeks).
The successful delivery of this project was a direct result of the continual, extraordinary effort put in by the team, and my efforts to provide clarity and direction across all aspects of the product development.
Fairway was brought in to deliver the next generation of the client's core product offering (a web-based mortgage application platform). As a follow-on to that delivery, the client engaged our team to help accelerate the development of critical features in their existing product offering in order to meet aggressive deadlines communicated to their clients. As the overall delivery lead I worked closely with the client's engineering management to prioritize work and get it into the hands of our team. Our delivery of functionality ahead of scheduled allowedour client to regain confidence with their customers who had expressed concern at the anticipated schedule delay.
The Digital Library project was a green-field redesign of an existing product our client provided to their teachers based on feedback they had gathered. I was the delivery lead for this project, managing a cross-functional team including a UI/UX designer, QA engineers, a project manager, and several developers. Though the client product owner we worked with had no prior experience in product development, we were able to establish an effective Agile process for gathering requirements, prioritizing work, and gathering feedback.
Shortly after beginning the project in earnest we realized that a majority of the assumptions the client had made about the backend system in place were incorrect, leading to a complete invalidation of the original project timeline. We were able to work with the client's product owner and technical teams to identify the backend gaps, provide guidance on a new project plan, and provide implementation support from our team.
We delivered this project on time and on budget according to the revised project plan.
The next-generation tolling platform was a paradigm shift for 3M's tolling business, moving away from devloping single-purpose solutions towards a cloud-based, tolling-as-a-service model. I had a wide range of responsibilities on this project, owning the architecture and implementation of functionality across the entire stack from database to front-end, serving as the team lead for the front-end developers, and providing internal operational support for our development tools and environment.
Gemalto has been a primary supplier to the GPO since the inception of the U.S. E-Passport. I was part of the initial team creating the E-Passport technology as well as extending and customizing our usual manufacturing process for the GPO's unique needs.