Technology matters when it changes a business outcome.
Throughout my career, I have worked at the intersection of technology strategy, engineering execution, organizational leadership, architecture, and measurable business results.
The examples below illustrate the scale and types of problems I have been responsible for helping solve.
A lending company was growing rapidly, creating increasing demands on loan origination, underwriting, funding, branch operations, customer-facing applications, and supporting enterprise systems.
As Head of Software Development, I led a blended engineering organization exceeding 50 people and owned a multi-million-dollar technology budget covering personnel, offshore delivery, platforms, infrastructure, and strategic vendors.
My responsibilities included technology roadmaps, staffing strategy, software lifecycle management, architecture direction, and delivery execution.
The platforms supported approximately 500% growth in loan volume without corresponding growth in operational headcount.
Modernized underwriting and lending workflows enabled approximately 11-minute loan approvals and same-day ACH funding.
Cloud-native architecture, CI/CD automation, engineering modernization, and software-delivery improvements contributed to a 58% reduction in production outages.
As Head of Digital Development and later Head of Software Development at a company, I led development of the company's first customer mobile application.
The application ultimately reached more than 70,000 users, with reported ratings of 4.8 stars on iOS and 4.2 stars on Android.
The project was more than a mobile application. It required integration with lending systems, customer information, payments, security, identity services, and existing enterprise platforms while creating a new digital interaction model for customers.
At another company, I worked with the CTO and executive leadership on modernization across a portfolio of acquired software products.
The company’s Azure licensing was significantly overprovisioned, resulting in unnecessary spend on capabilities that were not being used. By rightsizing the environment and aligning licensing with actual business requirements, we reduced cloud costs by approximately $1 million annually.
A separate architectural issue involved image data that had been migrated into Azure SQL using a legacy storage pattern. Moving those images to Azure Blob Storage produced approximately another $200,000 in annual savings.
Together, the changes produced approximately $1.2 million in reported annual savings.
At a mortgage originator and servicer, I progressed from Director to Vice President of Software Development and later provided Interim CTO coverage during the company's acquisition transition.
The technology organization supported an approximately $35 billion mortgage servicing and origination portfolio, more than 120,000 customers, and approximately 2,000 employees.
During my tenure, the development organization grew from 3 people to 15 full-time employees plus 6 contractors.
My responsibilities included software delivery, architecture, organizational growth, vendor management, Agile adoption, modernization, and partnership with executive leadership on technology strategy and investment decisions.
Today, my role at Link Logistics gives me a broader enterprise perspective.
Rather than concentrating primarily on one software-development organization, I work across business capabilities and technology domains to evaluate opportunities, establish architecture direction, balance short-term delivery with long-term maintainability, and communicate recommendations to technology and executive leadership.
That perspective complements my previous operating experience leading software organizations, managers, budgets, vendors, and delivery.