Twenty years across enterprise, consulting, and agency. The last four at Unqork, where I went from managing a platform team to redesigning how the entire company delivers software. Before that, eight years building argodesign's technology practice from the ground up — shipping for DreamWorks, Microsoft, and Nike along the way.
Eight years of client engagements at argodesign, from animation pipelines to AI modeling interfaces. Here's a sample.
Built a visualization tool for DreamWorks' animation pipeline that makes complex data schemas navigable and understandable. Enterprise-scale internal tooling for one of the biggest names in entertainment.
Directed the technology behind an AI modeling UI that won the Good Design Award. Turned complex AI model configuration into something approachable without dumbing it down.
Led the technology for a digital transformation of the construction equipment rental experience. Took a traditionally analog industry and brought it into the modern web.
Built the technology for a multicloud management marketplace. Enterprise software at real scale — the kind of project where the architecture decisions matter as much as the interface.
Designed and built tools to improve the associate and customer experience inside Sam's Club locations. Where UX meets the real world.
A concept car that splits into two motorcycles. Covered by Fast Company, New Atlas, and Designboom. The kind of project that only happens when designers and engineers build together.
When you've been doing this for twenty years and you're still shipping personal projects, that tells you something.
A visual tool for designing and exporting Claude agent architectures. Drag, drop, connect — assemble agent packs with skills, tools, and policies, then export ready-to-use configurations. Built because I needed it and figured others would too.
contextcanvas.ai →An AI-powered product brand running on full agentic deployments. Generative art to 3D-printable models to a live Patreon community. A real product business, not a demo — built end-to-end with AI tooling.
These aren't things I say in interviews. They're how I actually make decisions.
Every UX decision is a trade: you're asking someone to spend time. The question is always whether what they get back is worth what they put in. I wrote about this one.
My job is to make my team's job easier. Remove blockers, provide context, absorb ambiguity upward. The best engineering managers are the ones nobody notices because everything just works.
Intuition is great for design. Operations needs data. If you can't tell me how you'll know something worked, you don't have a plan yet.
The first answer is the symptom. The second is the mechanism. The third is the root cause. Most teams stop at one. Systems thinking means going deeper before you start fixing.
Process exists to solve a specific problem. The moment it stops solving that problem, it becomes the problem. I'm allergic to process for the sake of process.
College thesis on AI in 2005. Built a concept car that splits into two motorcycles. Covered in tattoos from the early 2000s. Adjunct professor. I've never fit neatly into one box and that's the point.
From Flash developer to Director of Engineering. Not the straightest line, but that's what makes it interesting.
Took a company from ad-hoc six-week rolling releases to a structured quarterly cadence. Designed CI/CD pipelines, deployment automation, and the end-to-end delivery framework — then owned enforcement of SDLC policies across the org. Now managing vendor contract fulfillment and procurement alongside engineering, security review, legal sign-off, compliance validation, finance, QA, and release management. The kind of work nobody volunteers for but everybody relies on.
Drove the AI product roadmap and led the cross-functional launch of Unqork's AI capabilities to enterprise customers. Owned build-vs-buy decisions for LLM infrastructure, coordinated multi-environment deployments, legal agreements, and live customer onboarding events. When AI became the company's biggest bet, I was the one they called.
SXSW Interactive workshop instructor. Adjunct college professor. Published writer. C-suite presenter. The engineering leader who can run a board-level QBR in the morning, present a technical roadmap to customers at lunch, and write the internal post-mortem by EOD. Hiring managers don't just need someone who can build — they need someone who can represent.
Twenty years of tools, platforms, and practices. The highlighted ones are where I'm deepest right now.
Web Development concentration. College thesis on Artificial Intelligence (2005). Also holds an A.S. in Multimedia & Graphic Design.
Good Design® Award (Technical Director). 3x FWA Awards including Site of the Day and People's Choice. Adobe case study subject.
SXSW Interactive workshop instructor. Adjunct college professor. Published writer on technology strategy, wearables, and design thinking. The kind of engineering leader who can present to the board, run a QBR, and still explain the architecture to a new hire.
Boy Scouts of America, 1998. The kind of thing that shapes how you think about leadership before you have a word for it.
A VP or Director-level engineering role at a company where AI is a real bet, not a slide deck. I'm at my best when I'm building the org and the delivery system at the same time — leading people, shipping product, and designing how the whole machine works. Twenty years in, I still ship on weekends. That's either a red flag or exactly what you're looking for.
I've built teams, designed delivery systems, and shipped AI products. If that sounds like what you need, I'm easy to reach.