The work is
technical.
The challenge
is human.

Head of Solutions Engineering

I lead 30+ engineers across development, QA, and automation, with responsibility for engineering excellence, delivery, and release ownership. My remit includes engineering practices, hiring decisions, budget allocation, mentorship, and AI adoption.

My focus is building an organization that delivers reliably and makes sound decisions at every level. I established QA sign-off as a release requirement, strengthened sprint and release regression testing, and increased investment in automation. When delivery commitments and quality requirements compete, I work with the team to make deliberate scope and sequencing decisions. In one example, we protected a scheduled release by moving a late-added feature into a separate release, allowing both to ship with completed QA.

I’m also leading the adoption of AI across the software development lifecycle. We progressed from individual developer experimentation to a shared, spec-driven delivery playbook covering requirements, architecture, implementation, testing, and review. I set the direction, guide adoption, and establish expectations for measurement, while teams retain responsibility for decisions and approvals.

Developing leaders is central to this work. I coach technical leads, QA leads, and release management to own outcomes, resolve blockers, and make decisions using evidence. By combining clear expectations with trust and constructive learning from mistakes, I’m helping the organization operate with greater independence and accountability.

• Improved feature delivery, release stability, and post-release support with roughly the same total engineering headcount.
• Strengthened quality ownership through mandatory QA sign-off, structured regression cycles, and greater automated test coverage.
• Expanded AI adoption across delivery roles, increasing unit and automated testing while reducing reliance on manual testing.
• Developed leads who increasingly own delivery and release decisions independently, while extending ownership across their teams.

Associate Director / Associate Principal – Mobile Architecture

At Bounteous I sat between architecture, clients, and delivery. I translated business goals into technical direction, helped teams keep quality under pressure, and stayed close enough to the code to make practical calls. With clients like Shake Shack, Texas Roadhouse, AirMiles, and University of Phoenix, the challenge was always the same: understand what the customer actually needs, then build something real around real constraints.

• Led mobile architecture and technical strategy for clients including Shake Shack, Texas Roadhouse, AirMiles, and University of Phoenix
• Connected business needs to technical direction so teams could make clearer architecture and delivery decisions
• Mentored local and offshore teams while keeping quality high across complex client environments
• Worked closely with Product Managers and Scrum Masters to keep priorities, execution, and expectations aligned

Mobile Architect → Software Engineering Manager

I joined Onlia while the company was shifting from heavy offshore reliance to stronger in-house ownership. I learned the architecture, understood the delivery model, and helped build a cross-functional team of developers, QA, and designers. The role grew from mobile architecture into broader solution thinking, Azure improvements, and the management habits needed to keep quality and velocity as the team scaled.

• Helped shift the company from offshore dependency to a stronger in-house engineering model
• Built and mentored a cross-functional team of developers, QA specialists, and UI designers
• Led Azure-based architecture work that cut costs and opened up new product opportunities
• Standardized engineering practices and team processes so delivery stayed consistent as we grew

Principal / Lead Mobile Developer → Software Engineering Manager

West is where I started to think of myself as a leader, not just a strong engineer. I owned technical direction for large-scale iOS and Android products, modernized platforms, and improved engineering health. When I moved into management, I realized the product is only as strong as the people building it. Trust, coaching, accountability, and team well-being became just as important as code quality.

• Owned technical health and modernization for large-scale iOS and Android applications across North America
• Improved legacy Swift and Kotlin codebases with better architecture, performance, and maintainability
• Coordinated distributed teams across North America and offshore for mission-critical product delivery
• Developed a people-first leadership style built on trust, coaching, and sustainable execution

Senior Software Engineer → Module Lead → Team Lead

My first PMC chapter took me from writing code to leading teams. I worked on Store Enabler and retail POS SDKs, where technical decisions connected directly to customer workflows in stores. It taught me an early lesson: your work is not done when the code is written. It is done when the solution works reliably for the person using it.

• Grew from individual contributor to mobile development team lead
• Delivered Store Enabler and SDK capabilities for retail POS workflows: pay, scan, print
• Owned delivery, technical decisions, and team coordination across client engagements

Gemalto | BlackBerry | Tamaggo - Mobile Engineering Roles

This phase was about breadth. Encrypted financial apps with NFC, Mac desktop software tied to BlackBerry devices, cross-platform mobile work across iOS, Android, and Flash. It gave me the technical foundation I still use: respect platform constraints, care about security, and never ignore performance on real devices.

• Built encrypted mobile financial services applications with NFC workflows
• Developed Mac desktop experiences integrated with BB10 Link
• Delivered cross-platform mobile applications across iOS, Android, and Flash
• Learned platform fundamentals, security considerations, and performance tuning the hard way