Four engagements, told the same way.

Situation

A sales-automation company moving upmarket. Enterprise buyers and procurement teams were asking for a SOC 2 report the company did not have, and deals were stalling in security review.

What I did

Scoped the program to what the auditors and the buyers actually needed, chose the compliance platform and the auditor, assigned every control to a named owner, and set up an evidence routine that ran weekly instead of in a panic before the audit. Built the security, privacy and governance foundation underneath it so it would hold after the report.

Result

SOC 2 Type 2 attestation in under eight months from a standing start. Enterprise procurement stopped being the reason deals slipped.

Situation

A fast-changing roadmap, a team working hard, and a business that could not plan around what engineering would deliver. About half of what was promised in a quarter shipped in that quarter.

What I did

Rebuilt the operating cadence: how work is sized, prioritized, committed and reviewed. Realigned the team to product areas, raised the bar on hiring, rebalanced onshore and nearshore, and put AI tooling into engineering, QA and product workflows where it measurably helped.

Result

Delivery accuracy above 90%, engineering productivity up roughly 65%, and a team about 20% leaner than before. The business could plan against engineering's word.

Situation

DiscoverOrg had just acquired RainKing, where I ran engineering. Two platforms, two cultures, a 40-person technology team across several countries, and a growth plan the technology had to keep up with.

What I did

Realigned the technology strategy and roadmap with the combined company's goals, ran the $10M technology budget, stood up an architecture review committee that cut downtime, and built the information-security and business-continuity practices a much larger company would need.

Result

Revenue grew from $72M to $170M during my tenure. The company raised $750M and completed the $800M combination with ZoomInfo that became today's public company.

Situation

An FAA project almost five years behind schedule, a team of two including me, and a customer that had stopped believing the dates.

What I did

Stepped back and re-validated every requirement against what the program was actually for, then worked directly with the FAA rather than through layers. Rebuilt configuration management so the team could ship without breaking what already worked.

Result

Delivered in two years. The FAA expanded the contract to include the reference architecture that still guides its NextGen program, and the team grew to more than twenty people.