Snapsheet
Stood up a brand-new team from scratch: six direct reports, four of them new hires I
personally sourced, interviewed, and onboarded. My team owns the Communications &
Documentation portion of an insurance claims processing platform for a major upmarket
client.
Drove a new architecture that unlocked the client's next contract milestone ahead of
schedule, adding roughly 10% to total company revenue, with delivery estimates (given as
explicit confidence intervals) that held up consistently under scrutiny. I also
spearheaded company-wide adoption of Claude AI: co-authoring the proposal that became
official policy, founding the AI Committee, writing the company's AI Code of Ethics, and
running an "AI Ensemble" pilot that produced 48 points of tested, production-level code
in three days.
EMCEE
Working with the VP of Engineering, we divided responsibilities: he handled technical
development direction and I took over as people manager, focused on communication,
morale, process, and productivity. I took direct managerial control over two teams, Core
Development and Data Science, and later founded a DevOps team, growing to eleven
engineers across three teams.
My teams went from scattered code-firefighting to organized, focused delivery, and Core
team productivity rose 230%. We rebuilt the platform on a next-generation microservice
architecture that handled 10x expected peak traffic with zero downtime and cut page load
time by over 70%. Once intra-team tools and communication were sorted, I turned to
inter-team process next, with the same results: teams started sharing information,
coordinating better, and eventually sharing developers. Engineering velocity
skyrocketed, and morale held up even through a difficult company-wide layoff.
SKYTRAC Systems
I drove a 200-300% productivity increase by rewriting broken processes, building new
productivity tools, and improving communication and cooperation across the company.
Customer Support ticket turnaround time dropped from days to about three hours on
average, and our "lost ticket" rate fell from roughly 40% to zero. I also streamlined our
release and approval process, cutting waste by 85% and enabling same-day releases.
I reduced stress for each individual on the team through weekly one-on-ones and by taking
action on their feedback, bringing median self-reported stress from 8.5 down to 1.7 out
of 10. One of my teammates said I was "50% a leader and 50% a therapist," and I'm quite
proud of that. I also increased technical leadership and created personalized education
paths for mid-level and junior developers, which raised job satisfaction and made them
more valuable engineers.
AssistRx
Led one team of four engineers building internal products used by other teams across the
company. I audited my team's project list, built a prioritized master roadmap together
with Product, and closed a long-standing communication gap with a downstream team by
creating a dedicated technical liaison role.
My team became far more independent, needing far less day-to-day attention from upper
management, and became a model of good culture that spread to other teams; two engineers
received special recognition and bonuses for their work. Investing more time in
pre-production research raised both velocity and deliverable quality, and the new
technical liaison role made our downstream partner team more productive and comfortable
working with our tools, raising their quality and cutting their development time.
