Selected Executive Results

Technology leadership measured in business outcomes.

These examples come from previous full-time executive roles across SaaS and EdTech. They show the operating experience I bring to fractional, interim, and assessment work today.

600People in the largest organization led

51Products under one engineering portfolio

99.95%Platform uptime achieved

4Acquired companies integrated

CTO · Imagine Learning, formerly Edgenuity

Scale the organization and make the platform dependable.

Situation

A fast-growing learning platform needed substantially more capacity, reliability, delivery discipline, and engineering leadership.

Leadership

Grew the technology team from 25 to 100+ in six months, modernized infrastructure, and established automated testing and operating discipline.

Outcome

Increased concurrent-user capacity by more than 200%, raised uptime from 96% to 99.9%, and moved automated test coverage from near-zero to 75%+.

CTO · BookNook

Improve reliability while expanding product capability and trust.

Situation

The company needed a clearer product and engineering operating model, stronger platform reliability, and enterprise-ready security and compliance.

Leadership

Reorganized the team, aligned the roadmap, strengthened QA and automation, led SOC2 work, and delivered a patent-pending tutor-matching capability.

Outcome

Raised uptime from 99.7% to 99.95% in six months, achieved a 99% tutor-match rate, and progressed from SOC2 Type 1 to Type 2.

SVP Engineering · ConnectWise

Bring acquired teams into one engineering operating model.

Situation

A global software portfolio needed consistent leadership, governance, and execution across a large organization and multiple acquired businesses.

Leadership

Led 500+ people with full engineering budget ownership and established shared governance for architecture, scalability, and security.

Outcome

Integrated four acquired entities into a unified engineering model with clearer decision rights, operating standards, and executive visibility.

VP Development · CentralSquare Technologies

Lead through a three-way merger without losing operating control.

Situation

Three public-safety technology businesses were coming together across dozens of products, locations, and engineering teams.

Leadership

Led a 600-person organization across 51 products and six locations with an approximately $70M annual budget, while launching an applied machine-learning team.

Outcome

Created engineering continuity through the merger and established a portfolio-wide leadership model for products serving mission-critical customers.

What Carries Forward

The scale changes. The leadership questions do not.

Where should the company invest? What must be fixed now? Which risks can be accepted? How should the team be organized? What does the board need to know? Fractional and interim work applies the same operating judgment with a scope matched to the company in front of me.

What outcome does your business need next?

Start with the situation, the constraints, and what is at risk.

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