I'm at my best when something's a mess.

The short version

I've spent the better part of a decade inside tangled software. I started as an intern and grew into leadership by doing one thing well: walking into a reactive, scaling-badly mess and turning it into something that holds. I built a one-person integration role into a team, designed an EDI partnership that cut project timelines by months, and standardized one-off work into frameworks that actually scale.

When a software company I worked with was hit by a cyberattack, I was brought in to lead the crisis response — chosen because the situation needed someone independent and steady. After we stabilized it, I stayed on to rebuild what was broken and get the company ready to be acquired, which it was.

Today I'm a Principal Solutions Architect at an AI startup, where I design the backend systems and the product architecture the whole suite is built on — the base that makes the pieces cohere instead of just connect. On the side, I work with small teams on the things that quietly decide whether software survives its own growth: systems and data audits, process and security hardening, designing the solution when the real fix is a better structure, and setting up AI-assisted development that actually produces good code.

How I work

I don't do open-ended. Every engagement has a defined scope and a fixed price agreed before any work starts — so you're never surprised by a bill, and I'm never quietly absorbing work that grew past what we agreed. If something falls outside the scope, we talk about it first.

I'm a systems person, not a salesperson. I'd rather show you the root cause and the plan than talk you into anything.