I build fast, solve problems, and lead engineers.
Right now I'm building Merge Lantern, risk intelligence that tells small teams which pull requests need senior eyes before they merge.
I'm an Engineering Manager and Technical Architect. I turn ambitious roadmaps into shipped reality, broken and bloated systems into modern marvels, and chaotic sprints into calm, dependable releases — all without losing the human part along the way.
13 years in and I still love this stuff...the hard problems, the good teams, the moment it all clicks. Poke around; the rest of the site fills in the details.
A small team is fast because the whole problem lives in two or three heads. That's also why it's fragile...when one of those people leaves, a big chunk of how things work leaves with them. Here's what actually walks out the door, and how to manage it before it happens.
The case for moving fast usually comes with a number, and the case for slowing down usually comes with a story. Here's how to turn your experience into a number the business can actually weigh...and how to tell when the numbers say you should move faster after all.
AI made coding faster, and the common advice now is to cut process everywhere so all that extra code can flow through. But some of those steps were catching risky changes before they reached users. Here are the three questions I ask to tell the process worth cutting from the process worth keeping.