Currently exploring senior technical program, delivery, and engineering leadership opportunities
Fifteen years translating business priorities into engineering delivery — and technical execution back into outcomes leadership can act on. Most recently as Director bridging a 20-person engineering organization — including direct management of engineering managers and technical leads — with business and executive stakeholders.
After a late-2025 layoff, I took real time with family, sharpened my skills, and got intentional about what's next — now actively looking for the right fit.
Charleston, SC · Open to remote, hybrid, or relocation for the right fit
Hiring for technical program management, delivery leadership, or engineering leadership roles?
About
Over fifteen years at S&P Global, I grew from database engineer to director bridging a 20-person engineering organization — including direct management of engineering managers and technical leads — with business and executive stakeholders. Along the way I learned that the hardest problems in platform work are rarely purely technical. They are about ownership, alignment, and translating ambiguous requirements into work teams can execute with confidence.
What I'm known for: acting as the connective tissue between business and engineering in matrixed organizations; owning delivery accountability across competing priorities and multiple workstreams; and communicating risk, roadmap, and tradeoffs clearly enough that executives can make confident decisions.
I stay close enough to SQL Server, AWS architecture, and enterprise data platforms to understand technical tradeoffs firsthand, while leading far enough above the work to shape priorities, delivery models, and the organizational conditions that let teams do their best work.
Role Fit
I'm looking for senior technical program, delivery, or engineering leadership roles where translating business strategy into engineering execution — and keeping matrixed stakeholders aligned along the way — is central to the work.
Selected Proof
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Leadership Philosophy
I lead by translating business priorities into work teams can execute with confidence, clarifying ownership, and keeping cross-functional stakeholders aligned in matrixed environments. Strong technical delivery leadership sits close enough to engineering to earn trust and understand tradeoffs, but operates as the connective tissue that keeps execution tied to outcomes that actually matter.
Experience
Served as the primary bridge between business leadership and a 20-person engineering organization — including direct management of engineering managers and technical leads — translating strategic priorities into executable delivery plans and ensuring technical execution created measurable business outcomes.
Led delivery of a $30M+ enterprise data platform, owning backlog prioritization, stakeholder alignment, and cross-functional program management across a 10-person engineering team in a complex, matrixed organization.
Led cross-functional delivery teams executing large-scale enterprise technology initiatives, managing stakeholder alignment, vendor relationships, risk mitigation, and delivery accountability across complex programs.
Served as the technical translator between business requirements and database engineering solutions, building foundational data pipelines and the onboarding programs that established delivery standards for the team.
Contact
Have a role where business and engineering need a trusted bridge, or delivery needs clearer ownership and execution rhythm? Let's talk.