Product & Technology Leadership

I have been leading product and technology work since 2011, and the constant across every setting is that the deliverable is a working function, not a delivered feature — a team that ships without me in the loop, a practice that outlives the project, a product whose adoption someone owns. The documented arc on this site runs from heading a company's technology function — directing a ten-person team, owning the stack, answering for delivery — through project and delivery leadership, to building a corporate AI function from its first hire: defining the roles, designing the practical tasks and review criteria, and personally assessing 100+ candidates and applications while holding a senior bar for months rather than hiring down.

Day to day this skill is mostly judgment under disagreement: aligning engineering, support, marketing, and executives around a bar everyone can name; saying no to work that reads well and measures badly; giving a team enough autonomy to surprise me and enough direction that the surprises compound. Mentorship is part of the job rather than a virtue — the people I have led are the strongest argument for how I lead. The most recent test is also the largest: driving company-wide adoption of AI tooling across engineering, QA, DevOps, and analyst roles, where the leadership work — onboarding, support channels, capability rollout in increments people actually absorb — mattered as much as the technology. The roles that document this arc are in the Related Experience panel above.