I build fast, solve problems, and lead engineers.
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.
12 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.
Big PRs don't come from lazy engineers. They come from a skill almost nobody gets taught: how to cut a piece of work down into small, reviewable chunks. Here's why that's still the highest-leverage habit in engineering... and why AI just made it matter more, not less.
Most merge standards are wiki decoration. What makes a team actually follow them isn't the list...it's enforcement, consistency, and the why.
The three targets I set for my engineering team — PR size, open-to-merge time, and change failure rate — and why these are the three that matter.
