Fifteen years transforming fragmented data ecosystems into governed, reliable platforms — and the high-trust teams that keep them humming. Currently exploring what's next.
I build the data platforms that power analytics, compliance, and customer-facing products at enterprise scale — and more importantly, I build the teams that own them. Over fifteen years at S&P Global I grew from database engineer to director of a twenty-person engineering organization, and along the way learned that the hardest problems in this work are rarely purely technical.
What I'm known for: turning fragmented data ecosystems into reliable, governed platforms; restructuring inherited teams so ownership is clear and delivery accelerates; translating between engineers and executives without losing either audience. I stay hands-on with SQL Server, cloud-native AWS architecture, and the nitty-gritty of platform reliability — because I believe leaders who drift too far from the work make worse decisions.
Outside the roadmap I care about mentorship, clean interfaces between teams, and writing things down so the next person doesn't have to rediscover them.
Led a 20-person, multi-team engineering organization responsible for enterprise data platforms and foundational datasets powering client-facing products, analytics, and cross-business integrations.
Led a 10-person engineering team owning large-scale enterprise data platforms and analytics infrastructure underpinning a $30M+ dataset product.
Led distributed engineering teams delivering scalable ingestion and transformation pipelines supporting enterprise analytics and product capabilities.
Most "team restructures" fail because they're announced before they're understood. Here's the quieter playbook I've used — listen first, map ownership gaps, move roles before titles, and over-communicate the why.
Duplication isn't just a storage bill — it's a quality problem, a trust problem, and a governance problem in a trench coat. Notes from consolidating fragmented datasets into a unified enterprise platform, and what I'd do differently.
When we moved our dev-sat score by 22 points, throughput followed. A practical look at the workflow changes, tooling investments, and cultural shifts that actually moved the needle — and the ones that didn't.