Professional Experience


Leadership Style

When do you become a leader? When you start leading. You also need willing followers, those whose trust you have gained, and whose confidence you have built, and whose career aspirations are put in front of your own.

I lead by example. It's important to talk the talk, but it's far more important to walk the walk. I have seen too many "leaders" lose the trust of their team when they talk the talk, but walk a different walk. For me, I have always tried to lead by example. Whether or not I am directly managing others is besides the point, what matters is that I am serving a purpose for myself, the organization for which I am employed (be it my own or someone else's) and for my colleagues around me.


  • Strategic Planning
  • Executive Reporting and Dashboards
  • Engineering Operations
    • Budget Planning
    • Resource Management (on/off-shore management)
    • Prioritization
  • Program/Project Management
  • Software Engineering Management
    • Experienced hands-on software engineer
    • Software Design Patterns
    • Systems Architecture
    • Quality Assurance
  • Corporate Governance and Compliance
    • Sarbanes-Oxley (SOX)
    • SOC Reporting
    • Software Capitalization
  • Always learning more...


I live by the mission that I set for my teams, which are built around some very simple principles (I call these the 5 C's - I know, I know, cheesy):

  • Get Curious. The only way you get better at what you do is by learning, and the only way to learn is to take an interest, ask questions, research, get curious, dig into the details and truly understand the subject matter.
  • Be Confident. Learning is great, but you have to be confident in yourself, what you have learned, and be able to teach others about it. You learn by doing, and you only do if you're confident you can apply what you've learned.
  • Create Cohesion. It feels great to learn and experience personal growth from that knowledge. But, you can only truly utilize that knowledge when you can teach others, get their buy-in (if the subject matter is complex and/or contentious), and create a cohesive cross-functional solution using that knowledge.
  • Commit yourself. Once you have learned about the subject matter, become confident in your knowledge, built a cohesive plan, it's time to buckle down and get the work done. Commit yourself, don't be deterred by obstacles, emotions, challenges, or whatever else may come in the way, and keep marching until you have applied that knowledge in a practical way.
  • Communicate. What good is doing all this unless others know what you're doing, why you're doing it, when you're doing it and who's benefiting from it (it's fine to be the sole beneficiary sometimes, but ideally, what you're doing is helping not just you but the greater good). Only one way to do this - communicate, communicate, communicate. Upward, sideways and downward.

All members of my team are expected to be embody these principles. Through these principles, the team builds trust with one another, grows into the leaders every member of the team is capable of being, and continues to effectively develop solutions that create value for themselves, the team, and the overall organization.