I’m a software engineering leader with more than 20 years of experience building products, modernizing business-critical systems, and developing engineering organizations. Today, I lead a 50+ person organization across six cross-functional teams supporting BHG Financial’s post-origination lending portfolio. My approach to leadership is simple: organizations scale through people, not org charts. My job is to create clarity, develop strong leaders, connect engineering decisions to business outcomes, and build teams capable of adapting as the business and technology change.
Leadership Philosophy
The further I’ve moved into leadership, the less my job has been about having the answers myself. Strong engineering organizations create an environment where good decisions can happen without everything flowing through one person. That means developing leaders, giving teams meaningful ownership, creating clarity around outcomes, and maintaining a strong connection between engineering and the business it serves. Technology matters, but sustainable engineering organizations are ultimately built around people, judgment, and trust.
Career Journey
I started my career as a software engineer and moved through technical leadership, engineering management, and increasingly broader organizational leadership. Each step changed the scope of the problems I was responsible for—from building software, to helping teams build software, to building the organization that makes good software possible.
Today, as a Senior Director of Software Engineering at BHG Financial, I lead engineering strategy, organizational design, portfolio planning, delivery execution, operational performance, and leadership development across a diverse portfolio of lending technology.
Selected Leadership Highlights
Led a company-scale core servicing modernization while maintaining the stability and continuity of critical lending operations.
Built and launched NaluPay, a greenfield point-of-sale lending platform designed as a modern cloud-native product while integrating with established enterprise systems.
Built and developed a multi-team engineering organization, including managers, technical leaders, and cross-functional teams responsible for critical business platforms.
Led practical adoption of AI-assisted engineering, focusing on measurable value, responsible use, and how AI changes the way engineering teams operate—not simply which tools they use.