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.
The work that says the most about how I operate. Three from Unqork, happening right now. One from argodesign that still shapes how I think about leverage.
Ran Unqork's AI programs end to end. Alpha, Beta, EAP, then oversight into GA. Shipped the company's first production generative AI features to paying enterprise accounts, owning build-vs-buy on LLM infrastructure, multi-environment deployments, legal agreements, and live customer onboarding. When AI became the company's biggest bet, this is the program that carried it.
Built internal intelligence engines that automate meeting tracking and reporting, now rolling out across the company as real-time business intelligence. Introduced Vertex-powered Claude into the SDLC itself, wiring design, product, and technical writing into GitHub. Agents doing real work on a real org, not a pilot deck.
Took Unqork from ad-hoc six-week rolling releases to a structured quarterly cadence, coordinating security, legal, compliance, finance, QA, release management, and engineering. Authored the SDLC documentation end to end, commit to production, and own enforcement of it. The kind of work nobody volunteers for and everybody relies on.
They asked for a single application. I built the design language system first, then built the app on top of it. That system went on to power four applications, and DreamWorks adopted the DLS as their own standard. Building the thing that builds the things is almost always the higher-leverage move.
Eight years building argodesign's technology practice from zero to 15 engineers. A sample of what came out of it.
Also: Nike, MasterCard, and Converse at R/GA. Samsung and Chrysler at argodesign. A cross-brand responsive eCommerce platform at Burton, with three FWA awards and an Adobe case study.
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.
I've taken 50+ projects through the entire cycle, not just the build phase. Eight years inside a design consultancy taught me that discovery and design are engineering problems, not someone else's upstream problem. Hand me a spec with the first two skipped and I will go find them anyway.
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 2006. 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.
Run the AI Alpha, Beta, and EAP programs and am overseeing the upcoming GA release of Unqork's AI capabilities to enterprise customers. Introduced Vertex-powered Claude for an AI-SDLC that has design, product, and technical writing contributing directly into GitHub. Coordinated multi-environment deployments, legal agreements, and live customer onboarding events.
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 (2006). 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, Director, or Head of Engineering role at a company where AI is a real bet, not a slide deck. I'm at my best 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.
If that's the kind of team you're building, the resume is below and my calendar is open.
I've built teams, designed delivery systems, and shipped AI products. If that sounds like what you need, I'm easy to reach.