Senior technologist with a cross-functional lens — spanning product, engineering, data governance, and the creative application of emerging technology.
Most organizational breakdowns happen in the same place: the gap between how decisions are made, how systems are built, and how work actually moves.
Designing how work actually functions across product, engineering, and operations allowing strategy to be executed consistently and effectively.
Building structured product organizations—intake, prioritization, roadmaps, and operating cadence.
Improving delivery predictability, team structure, and execution across engineering organizations.
Assessing external partners against architecture, data practices, and long-term sustainability.
Evaluating readiness and aligning AI adoption with systems, data, and real organizational workflows.
Creating the structures that define how decisions are made, measured, and trusted across the organization.
Designing governance frameworks, validation controls, and scalable data systems.
Defining metrics, dashboards, and structured decision processes tied to outcomes.
Using structured experimentation and research to guide product and strategic decisions.
Turning strategy into real-world outcomes through product direction, validation, and scalable delivery.
I have spent my career building at the intersection of strategy and execution; leading teams, designing systems, and helping organizations turn ambition into working products. I take on a small number of engagements at a time so I can show up fully in each one.
I join leadership teams — as VP, Director, or Head of Product and Engineering — at companies building ambitious platforms and navigating real organizational complexity. I'm at my best where the work demands someone who can hold strategy and delivery at the same time.
View my resume about Full-time RolesAlongside full-time work, I take on focused consulting engagements — typically around system redesign, operating model gaps, data strategy, or product-org misalignment. These are structured partnerships, not open-ended retainers. I come in to diagnose, design, and hand off.
Explore consulting about Consulting EngagementsMission-driven organizations often have the most urgent data needs and the fewest resources to meet them. Through ATL DataLab — a resource I lead for US-based nonprofits — organizations can access data strategy, governance, and infrastructure support without the enterprise price tag.
Visit ATL DataLab about NonprofitsMy visual art practice is a parallel way of working through the same questions that show up in my systems, data, and product work: how complexity is organized, how meaning emerges from structure, and how people experience the systems they move through.
This is not separate from my technical work. It is the same inquiry in a different medium.
Writing about the patterns I see across organizations — where systems break down, how data shapes decisions, and what it takes to turn strategy into something that actually works in practice.
How institutional instability and leadership pressure push nonprofit technology teams into reactive delivery cycles that undermine operational resilience. Rebuilding Institutional Capacity in Legacy Nonprofit Systems (Part 1).
Organizations often confuse visible feature output with strategic progress, creating operational instability and governance debt. Rebuilding Institutional Capacity in Legacy Nonprofit Systems (Part 2)
When institutional knowledge becomes concentrated in individuals instead of systems, operational resilience deteriorates rapidly. Rebuilding Institutional Capacity in Legacy Nonprofit Systems (Part 3)
Restoring operational stability required rebuilding governance, prioritization, and coordination systems alongside the platform itself. Rebuilding Institutional Capacity in Legacy Nonprofit Systems (Part 4)
Organizations often pursue AI initiatives before developing the operational and governance systems required to sustain them responsibly. Rebuilding Institutional Capacity in Legacy Nonprofit Systems (Part 5)
Modernizing legacy infrastructure required balancing technical recovery, organizational coordination, and institutional capacity limitations simultaneously. Rebuilding Institutional Capacity in Legacy Nonprofit Systems (Part 6)
Organizations sustain innovation more effectively when operational stability, governance maturity, and institutional continuity are established first. Rebuilding Institutional Capacity in Legacy Nonprofit Systems (Part 7 of 7)
Let's work together. I'm here to help with product, data and stratefy projects — big or small.