Perspective
Technology leadership that the business can actually use
The goal isn’t to be the “department of no.” It’s to be the team that helps the business move — safely, predictably, and with eyes open.
My operating principles
- Risk is not a stop sign. It’s something we quantify, mitigate, and manage so the business can decide.
- Reliability is revenue-adjacent. Uptime, latency, and recovery time show up in customer trust and productivity.
- Reduce toil to protect people. Burnout is often a systems problem before it’s a people problem.
- Standards beat heroics. Repeatability creates speed and lowers incident frequency.
- Be bilingual. Tech with engineers. Business impact with executives.
How I measure “good”
- Fewer recurring incidents and clearer ownership
- Faster recovery with calmer execution
- Better forecasting and fewer surprise costs
- Teams that stay, grow, and ship improvements
- Stakeholders who trust the plan (because it’s clear)
If you’re an exec reading this: I’m the person who will walk into the messy middle, turn it into a plan, and get it executed without drama.
Short reads
A few “starter” ideas I share often — these map directly to my LinkedIn content theme for 2026.
- Technical debt is financial debt. If it’s not on a plan, it becomes an outage at the worst time.
- Platform thinking wins. Tool sprawl is a tax on every team and every incident.
- Good leaders create decision clarity. When priorities and tradeoffs are explicit, execution gets faster.