Leadership & Vision

My career has been built at the intersection of people, process, and technology. I’ve led teams through growth, change, and high-pressure situations, and I’ve learned that strong operations come from more than solid designs and good tools—they come from clarity, trust, and consistency.

This page captures how I approach leadership, how I think about global operations, and what I focus on as I move toward Director and VP-level roles.

How I Lead

• Serve first, then direct.
  I remove obstacles, give context, and create space for engineers to do their best work. Expectations are clear, feedback is direct, and support is always available.
• Build clarity in complex environments.
  Global operations are noisy—multiple regions, time zones, vendors, and priorities. I focus on simplifying what matters: clear ownership, clean workflows, and well-understood escalation paths.
• Balance accountability and empathy.
  High performance doesn’t come from pressure alone. It comes from people who feel trusted, respected, and challenged. I hold teams to a high bar, while staying approachable and invested in their growth.
• Run operations like a product.
  Network and infrastructure services are products with customers, SLAs, and roadmaps. I think in terms of reliability, usability, and continuous improvement—not just uptime for its own sake.

Strategic Focus Areas

• Reliability & Resilience.
  Designing for failure, not perfection. Standardizing architectures, tightening change control, and creating predictable, well-tested ways to handle incidents.
• Automation & Simplification.
  Using tools like Ansible, scripting, and consistent templates to reduce manual effort and eliminate configuration drift—so engineers can focus on higher-value work.
• Operational Excellence.
  Well-documented processes, clear runbooks, and continuous tuning of MTTR, incident volume, and change success rates. Operations should feel calm even when the workload is high.
• Talent Development.
  Investing in people through mentoring, stretch assignments, and clear growth paths. A strong bench of leaders and technical talent is a strategic advantage.
• Business Alignment.
  Translating technical realities into business language and helping non-technical stakeholders understand risk, tradeoffs, and options. Strategy and operations only work when they’re aligned.

What I Bring to a Director / VP Role

• Experience leading a global team of more than 50 engineers supporting 200+ sites, with a focus on stability, standardization, and measurable improvement.
• A track record of reducing MTTR, improving uptime, and introducing automation that scales with the environment.
• Hands-on understanding of networking, security, and infrastructure—and the ability to communicate those topics clearly to executives and non-technical teams.
• A calm, steady leadership style that performs well under pressure and builds confidence with both engineers and stakeholders.