I started in aerospace, where teams had to be on the same page—or else you lose a billion-dollar spacecraft. At Airbus and research labs, I learned what makes that possible. The rigor wasn't optional because the work demanded it.
Then I came to tech.
I've spent 15 years watching teams build the wrong thing and being miserable about it. Not because people aren't smart—the people I've worked with at AWS and at startups were some of the most talented I've met. But the creeping routine and the lack of vision burns them out. Standups are lame status reports. Retros don't surface anything. Quarterly planning produces slides nobody references again. The ceremonies look like alignment. They aren't.
I fix that.
At AWS, I led an 18-month platform migration across four teams and 15+ stakeholders. Six weeks before launch, I caught a network access gap that would've torpedoed deployment—because I was the only person reading both the frontend and backend specs. That catch doesn't come from a status meeting. It comes from someone who knows the system well enough to sense when something doesn't fit.
At Semana, I took two founders from an idea to paying customers in three months, and handled design and implementation. I hired my replacement, ran a six-week handoff, and the design is still there after Deskbird acquired the company four years later.
Earlier: founding engineer at Growth Intelligence and Kliqed. Credit Suisse's innovation lab. ML pipelines, fraud detection, classification systems.
Program leadership that also does the meta-work: noticing when the process stopped serving the purpose.
I wrote a manifesto about this—Guidance System for Software Teams. Three pillars: Context is documentation as infrastructure, not a deliverable. Communication is routing information to the person who can act. Culture is what happens when the handbook doesn't apply.
That's the work most organizations skip. Everyone senses when standups become status theater. Nobody makes it their job to fix the system, not just the sprint.
I'm looking for Technical Program Management roles, full-time or fractional. If you just read this page and thought "I can definitely relate to that!", let's talk.
Right now, this site is a place for my profile and the manifesto. It is meant to evolve into a knowledge base: a repository for developing ideas about software craft, AI, and the intersection of human judgment and machine capability. More on this later.