As a software engineer and technology leader with 25 years of experience spanning both waterfall and agile eras, I’ve heard the same refrain: “Technology is a cost center.” I’ve participated in reduction-in-force initiatives, stacked ranking exercises, and engineering team cuts—all driven by this persistent mindset. This experience has shaped my mission today: fundamentally changing how organizations view technology investments by directly linking our work to business and customer outcomes.
Pushing boundaries is essential to achieving fast flow and delivering value. However, managing “knowledge work” presents unique challenges. In most cases, we rely on predictions — our best guesses — about outcomes and timelines, often navigating unknowns in new requests. Leaders expect accuracy, yet the reality of uncertainty demands adaptability.
Over my career, I’ve witnessed how great teams operate and how leadership can drive or derail success. Our teams deliver more frequently, allowing us to minimize the risk of building the wrong solutions while ensuring we provide more significant, more precise strategic value. By combining modern practices and tools with our advanced infrastructure, we deliver value more quickly, safely, and efficiently.
- What: Deliver value through fast flow based on anticipated outcomes and impact on our customers in business.
- How: Leverage practices and frameworks that enable faster feedback, reduce risks, and minimize wasted efforts. By implementing a mix of culture, team design, architecture, Agile, Lean, DevOps, Value Stream Management, OKRs, and modern infrastructure, organizations can pivot quickly and respond to real-time feedback — staying on course, adjusting direction, or halting when necessary.
- Measure Success: The approach prioritizes efficiency and drives desired business outcomes. By leveraging Data-driven insights through Outcome and Flow metrics, we foster continuous feedback to refine processes and minimize uncertainty around value impact.
Art of the possible:
Mission
My mission is straightforward: changing how organizations view technology investments by directly linking our work to business and customer outcomes.
Many organizations find this challenging, and it’s not as straightforward as it appears, particularly at scale. However, it is certainly attainable. If you don’t see this mission as inspiring, you likely haven’t been part of a department or organization that has successfully developed these capabilities. Once you experience that, you and your teams will undoubtedly feel a true sense of inspiration.
Having successfully led teams through both very different software delivery eras, I’ve never been more passionate about my role than I am now. The industry’s evolving practices and tools have transformed what is possible, fueling my enthusiasm further.
I aim to continue to build teams and an organization that are referenced in the industry.
How?
I am dedicated to making a meaningful impact on teams, organizations, and customers by delivering the right digital products efficiently. A powerful way to approach this is by utilizing modern practices, a Product Operating Model, and data driven insights.
More effective teams are efficient and focus on prioritizing by anticipated outcomes. They are also highly engaged, leading to a greater impact for every dollar invested in them.