-- Why we are here at Ford --Our team thinks systemically across silos to take end to end ownership of Ford's NorthStar vision for software defined manufacturing. -- How we behave --We start with an owner operator mindset. We are life long learners who have extensive subject matter expertise but enjoy crossing over into other domains to lend a hand. We value open, direct, and honest communication. We stay current in tech, stay ahead of relevant trends, and we approach life with curiosity. We prioritize people in our pursuit of excellence.-- How we implement --We solve for root problems. We decouple for speed. We tinker and experiment to make data driven decisions. We own a long term roadmap and build iteratively with an agile bent. We seek to understand 2nd order impacts. We do all this by measuring what matters.

Led world class software engineering teams in the context of factory software engineering, and machine learning / AI driven device self testing across Apple's product lines including iPhone, iPad, Mac, Watch and VisionPro.

I led the mobile SDK team to enable developers the ability to deliver immersive fan experiences across media, sports and entertainment. My team was responsible for engineering solutions for Intel Sports' products and bringing immersive experiences to multiple platforms using augmented & virtual reality, volumetric video, in the context of personalized experiences. We engineered mobile VR experiences for the Olympic Games, the National Football League, Major League Baseball, and others.

With my co-founder, I developed patent pending machine learning software to detect organizational insider threats through the passive monitoring of user behavior and a method to dramatically lower the false positive rates (a very common UBA problem). All of this in the context of a modern open company environment as opposed to a secure government network.

Re-launched the program and drove 400% increase in public facing CustomerONE stories in the first six months of 2016 releasing 12 new stories as compared to the 1 per quarter cadence that existed prior to my tenure. I envisioned and produced a highly successful video on Symantec's Advanced Threat Protection. I also drove internal adoption of the latest versions Symantec’s own tools to secure our own enterprise from 25% to 85%. Security practitioner engagement in engineering design and planning sessions became the norm as opposed to the exception.Read the stories here:

Working as the Engineering Engagement Manager for NFL's prime contractor on the NFL Now product line, I provided supervision for the collaboration across multi-platform native software development efforts for iOS, Android, Windows Phone, Amazon, Roku, Xbox, FireTV, AppleTV and the desktop. In addition I wrote code and managed the middleware API engineering team. Delivery was accomplished on time through the coordinated efforts of 37 engineers across 8 teams in 9 months against a project that was originally expected to be staffed with 25% more engineers and originally scoped to start 3 months earlier with the same delivery date.

Drove increased productivity (150% velocity increase in 5 months) through direct mentoring of Cerner engineers teaching them the ins and outs of iOS Development. Pair programming with each of the 5 engineers on each core team as well as the managers. We worked on improving agile planning and scrum meetings. We reviewed in depth the design patterns and frameworks best leveraged in an iOS application.

Managing a team of 5 engineers, we created the first iteration of the Green Fence solution. We delivered the prototype in 3 months at a time where other engineering teams had failed to deliver in 18 months. The prototype was enough to get commitments from Walmart and allowed GreenFence to raise money from additional investors to engage in full time development. The Applied Intelligence team helped select and mentor a full time engineering team for the company.

A rush request from Symantec to step in and provide a scope for a secure email client. Working with UI/UX and Security teams we delivered a complete Marketing Requirements Document, User Stories, and Architecture Designs in 50% of our budgeted time. I was the lead author and architect and worked with one other staff member to produce the deliverables in 4 months when expectations at Symantec were along the lines of 8 months time. We also helped identify and vet 3rd party software developers for the project.

Starting with $0 in revenue and 2 employees, over my eighteen month tenure I built an organization of sales and delivery teams which led to $2.4m in revenue in the first 12 months followed by $6.3m in revenue created in the second year. When I left, the organization was almost 60 employees (FTEs, PT, and contractors).

As the Interim CTO I was responsible for the design and implementation of the salesEQUITY platform. It is a SaaS platform designed to improve customer relationships by turning sales and account management professionals into Trusted Advisors. I was involved in the patented methodology and scoring which takes customer feedback and converts it into calculated Industry based SEQ (Sales Equity Score) and RISQ (Risk Score) scores.SEQ and RISQ scores are used to assess accounts close to deflecting, identify revenue opportunities, improve pipeline accuracy, and measure industry benchmarks. We also deconstructed each client relationship into 6 key dimensions. These dimensions are then used to make a highly accurate determination as to if a client is satisfied, and motivated to continue the relationship. It also creates actionable plans to help improve client relationships that are trending in the wrong direction.

As the Sr. Director of Enterprise Architecture & Standards for this K through 12 Online Education company, I was responsible for applying a comprehensive and rigorous method for describing past and future structures and behaviors for K12's processes, information systems, personnel and organizational sub-units. My goal was to ensure that our Enterprise Architecture and Systems aligned with the organization's core goals and strategic directions. I was also engaged in the practice of business optimization through business architecture, performance management, organizational structure and process architecture.

In the wake of Hurricane Katrina, I put together a team and we built an online secure storage facility for vital documents. Over the lifecycle of the business, I raised capital, managed budgets, and oversaw four software release cycles in 13 months. We managed to attract nearly 1,000 users with word of mouth advertising. Emergency Vault was acquired by K12 Inc. for a specific set of technologies we invented for online automated processing of documents with no human intervention via fax. The acquisition returned 450% to the angel investors, paid off the debts of the company, and provided a liquidity event for the founders and key employees.

I researched, designed and managed the development of Brookeside's spin off product: SalesEquity.com Using a decades worth of qualitative and quantitative customer research for Brookeside's clients, it became clear that customer satisfaction and Net Promoter scores did a poor job of assessing relationships between companies and their customers on a 1:1 basis. Our work with clients demonstrated that companies who use the software as service solution my team built reach sales goals more easily and gain more up-selling or cross-selling opportunities. On top of that, they also enjoyed pricing advantages leaving little to no money on the table in each transaction. In addition to new sales, clients have saved hundreds of millions of dollars per year in marketing and customer acquisition costs by increasing customer retention just a few percentage points. This product is unique in the market place because it simultaneously measures both sides of the selling relationship to give the seller a customized action plan based on the strengths and weaknesses of the current relationship.

Developed and sold a process to improve the capability and maturity of our client’s software process. We rolled lessons from the Extreme Programming community as well as the Software Engineering Institute's Capability Maturity Model, into a systematic process of ongoing evaluation and action which enable software engineering organizations to improve their ability to deliver in a repeatable manner on time and within budget. Our processes measurably reduced the risk of failure in software engineering projects. In addition, it was easier for engineers to understand and implement than other methodologies because it was was highly adaptive to the strengths of the particular engineers' working styles.

As New England’s Consulting Engineering manager for Apple’s iServices group, I managed a team of engineers as well as a diverse set of client projects and requirements. My teams successfully delivered projects for Fleet Bank, Aetna USHC, Merrill Lynch, The Walt Disney Company, AIG, American Express, Fidelity, and Health Communities. In addition, because of our reputation for getting projects done on time and under budget, we were often tasked to do custom web application development for Apple’s internal departments ( .Mac and Training ).

At NeXT I was the principal release engineer for the WebObjects application server. One of the first Web Application Servers to market, we designed the three-tier WebObjects architecture so that it would cleanly separate data access, business logic and user interface. This design pattern made it very easy to develop flexible, scalable applications. We also developed Innovative tools and frameworks to handle each of these layers and step developers through the development process. After the Apple acquisition of NeXT in 1997, I left R&D to take over consulting engineering in New England with the goal of finding out how our customers were using WebObjects in the real world.

I began my career in technology by being invited to join my Statistics professor’s software company (Salford Systems) helping to develop classification and regression and multinomial logistic regression algorithms in FORTRAN in 1990. It was a far cry from my summer jobs working for Outward Bound and leading expeditions into the High Sierras, but I took to it immediately.As a Salford Systems Associate, I was responsible for providing data mining and choice modeling software and consultation services to clients. Our daily assignments spanned software engineering, market research segmentation, direct marketing, fraud detection, credit scoring, risk management, bio-medical research and manufacturing quality control. During my tenure there, our clients included Italia Telecom, Mercer Consulting, AT&T Universal Card Services, Pfizer Pharmaceuticals, General Motors, Sears, Roebuck and Co.