Panel: “How Leadership Impacts Transformation Success”
Throughout my career as an engineer and engineering leader, the business saw my role and teams as cost centers. Cost control was mainly achieved through reducing the workforce, which had its own challenges. However, my passion lies in aligning software engineering efforts with business outcomes. Product and technology are integral to the business. We can connect engineering work to business outcomes. Today, we have the practices, technology, and data visibility to address this effectively.
My goal is to lead software engineering initiatives that align with business outcomes. We will enhance senior leadership’s understanding and alignment, invest in people, and leverage team design, technology, and modern industry practices. Our ways of delivering software aim to become a benchmark for competitive success.
“The problem is that most of us are working with an outdated playbook: plays that we have been programmed to run from an older paradigm of leadership—the Industrial Revolution.” – David L. Marquet
The leaders of organizations that delivered software in the previous era need to relearn how to deliver it today. To win, you will have to unlearn, relearn, and
Rethink Your Understanding®
Regardless of the bottom-up or top-down approach, the success of organizational change depends on top leaders’ experience and understanding. Outdated models and a lack of understanding of leadership can lead to conflicts and unsuccessful change attempts.
Adaptive leaders always look for ways to improve because of today’s rate of change and understanding that there is no one-size-fits-all approach. My goal with this site is to give you an inside look at my leadership style, how I serve and collaborate with others, my view on digital product delivery, and how I recognize success in product and technology.
Vice President Technology connecting software engineering efforts to business outcomes. Accelerating better results and sustaining a culture that consistently embraces transformation.
Over the past decade, I have enjoyed playing a pivotal role in leading teams at my organization to drive successful digital transformation for product delivery and technology. Today, after our company was acquired in February 2024, I lead and support the software engineering, architecture, systems integration, quality assurance, data engineering, production engineering and platforms, and agile leadership functions for my new organization’s global business unit.
As a passionate leader and technologist, I enjoy developing and supporting high-performance teams and refining strategies that accelerate software delivery. With extensive experience in tech and a thirst for continuous learning, I have a revived passion for utilizing data to motivate teams and gain insights into efficiencies and sentiment. Promoting teamwork, cultivating a motivating work environment, managing change, and aligning purpose to team members is essential.
Over the past 24 years, I have honed my software engineering and tech leadership skills and experience in start-ups and global enterprise organizations. My journey has been enriched by valuable mentors, coaches, supportive teams, and challenging opportunities, all of which have inspired me to embrace risks and grow professionally.
As an engineer, I have tackled complex challenges and delivered enterprise solutions. As a technology leader, I focus on transforming cultures, implementing innovative practices, attracting top talent, and cultivating high-performing teams with a growth mindset. By adopting modern methodologies, our teams have enhanced organizational performance, employee engagement, and customer experiences, ensuring that value is delivered quickly and securely.
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Sharing knowledge and experiences
Today’s Agile, Lean, and DevOps software delivery communities are one of the most amazing and inspiring resources. While building engineering and product delivery excellence, we want to learn better ways to lead organizational optimizations and improvements. As an advocate for effective software delivery and engaged teams, my goal is to pull from my transformation experience to continue to collaborate with incumbent senior leadership to change behaviors and mindsets and talk about what is possible.
The most significant impact on my career has been working in different eras of software delivery. The shift in mindset, the pace of change, vast community publishing, improvements in culture, capabilities, visibility, automation, and inspiring people have kept me highly engaged. Collaboration in the Agile and DevOps communities has reinforced my passion for what delivering great software looks like.
I appreciate that I have had the opportunity to learn from and share my experiences with some of this generation’s transformation, culture, and delivery thought leaders. I am amazed when I compare our teams’ journeys to the industry journeys. This includes comparing our challenges with the change impact on customer experience, adopting practices that improve flow, delivering complex product technology solutions faster with high quality, and providing an engaging employee experience.
Much work needs to happen to help organizations deliver digital products efficiently. Sharing experiences helps. Let’s talk.
Stay curious, learn to unlearn and relearn, and rethink your understanding.
What I talk about
Incumbent (legacy) leadership mindsets and hurdles (I was that leader) |Change agency | Value Stream Management and Flow Metrics | Four types of work | Agile, Lean, DevOps | Organization Transformation | Culture | Innovation | Team design | Team Experience (TeamX) | Software Engineering | Digital Product Delivery | Continuous Learning
It takes a Team
“Let me be clear, you only get things done through committed teams” – Mark Fields, former Ford Motor company CEO
Great people at all levels and great teams help drive the journey together.
I am grateful for the variety of talented teams, leaders, mentors (personal and virtual), coaches, peers, industry collaborators, publishing’s, and my experiences that have helped me to shape my understandings. The journey thus far has been a very challenging and rewarding one.
Conversations can help you and your team learn how others are framing their journey, identify what to amplify, and sparking questions to find unexpected sources of inspiration to succeed within their own context.
I have participated in discussions about digital transformations, contexts, and practices with thought leaders and participants from various organizations.
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We all come from different experiences