Lead
Technology strategy, roadmap, budget, and vendor decisions. Building teams that can operate what they build, and hiring for the ten-year version of the org rather than this quarter.
Director of IT & Technology — Est. 2013
Thirteen
years
of running
technology.
Computer science background, technologist by disposition. I run the systems a business actually depends on — infrastructure, security, delivery, and the people who keep it standing — and I write about how the work really goes.
A technologist who
still reads the config.
I have spent thirteen years directing technology functions, with a computer science background underneath it. That combination is the whole point: I can set direction in a board meeting and then go verify it landed by reading the code, the config, and the incident log.
Most of what I am good at is unglamorous. Making systems boring enough to trust, documenting the decision and not just the result, and building teams that can operate what they build.
01 — Practice
I take responsibility for the systems, not just the diagrams.
Operate
Infrastructure, networks, identity, backup, and security posture. Uptime is a habit, not a heroic act. The unglamorous work is the work.
Build
Automation, internal tooling, and integrations that delete manual process. Still hands-on in an editor, on purpose, because direction is worthless without detail.
02 — Domains
Where the last 13 years were spent.
Infrastructure
Cloud
Networking
Security
Identity
Automation
Data
Integration
Vendor strategy
Team building
Ten disciplines, one job. The value is not depth in any single cell, it is knowing how the failure in one becomes an outage in another.
03 — Writing
Notes, code, and arguments from the work.
04 — Contact
Say what
you're building.
Email is best. Tell me what you're building, what's in the way, and when it has to be done.
I read everything. I reply to anything with a real problem in it.