• Developed a comprehensive roadmap for optimal architecture and phased migrations to lead technical engineering teams' migration paths to AWS or GCP and adoption of Kubernetes. Provided regular executive updates outlining the progress, cost, challenges, and solutions to overcome obstacles.• Assembled 12 champions to spearhead a technical roadmap for observability by adopting OpenTelemetry, Prometheus, Grafana, and Splunk, enabling executive dashboards for 20+ engineering teams. This improved system availability and response times by 25% through a unified customer experience and created a healthy customer experience obsession and expectations.• Reduced cloud account deliveries from weeks to hours through streamlining processes and standardizing contracts between network and data handling with security and compliance policies baked in (AWS, GCP, Jfrog, Terraform, OPA).• Negotiated a 3-year observability commitment by illustrating the internally sourced metric system’s diminishing returns, reallocating resources to a sustainable solution aligned with industry trends, and securing buy-in.• Established "The Roundtable," a technical community comprising 450 members from different engineering business units meeting weekly to promote emerging technology, architecture practices, shared platforms, and success stories, averaging 118 attendees weekly.• Reduced cost of goods and services by an average of 20% across products through aligning integrations and negotiating multiyear commitments for AWS, Azure, and GCP. Achieved significant savings and capital reuse of 2,000 retired servers (OpenStack and Kubernetes Lab)• Rescued $10 million in net annual recurring revenue by addressing the complexity of maintaining FIPS in the federal environment and enabling future upgrades to FIDO2 (CentOS and SecureID to Yubikey, Green Rocket, and AlmaLinux)

• Led critical initiatives such as GDPR compliance, requiring user identity changes throughout Autodesk’s financial systems to comply with individual privacy laws from Autodesk University. • Reduced ERP and back-office processes by over 50% through enabling analytics, ETL, and RPA, reducing cost, errors, and frustration.• Lowered operating expenses by 40% by creating a cloud cost analysis application, incorporating analytics and reporting dashboards to deliver valuable insights into ERP, entitlements, and order processing.• Combined engineering efforts by aligning toward topic and schema standards and operational monitoring consistency for producers and consumers.

• Increased average employee tenure from 4.5 months to 20 months through scoping responsibilities, aligning priorities from the business mission and learning programs while maintaining 24/7 support and 99.9% availability.• Improved customer experience by consolidating software distribution portals and optimizing resource utilization to enhance system performance and reduce annual cloud costs by $100K.• Set up a unit with outside contractors and engineers to overhaul the public portal for software and license key distribution. We consolidated four web apps into a unified system with Salesforce and Zendesk, significantly improving customer experience and reducing the time to receive product licenses.• Responsible for external-facing services on public (Amazon AWS) and private cloud infrastructure, ensuring seamless operations and robust security measures for critical business applications.

• Scaled network, corporate IT, and production infrastructure systems and teams to accommodate 40% annual workforce growth for ten years while maintaining a 99.9% SLA for SaaS products, contributing to a $5M startup's reaching a $100M valuation through hypergrowth.• Increased average staff tenure from 24 months to 38 through career tracks and certifications and nurtured future leaders with opportunities in the organization.• Established enterprise security teams and cross-functional task forces to address weaknesses in business continuity processes, security reviews, penetration testing, and automate the controls for SSAE16 and PCI reporting and compliance.• Merged acquired companies and integrated them into corporate IT teams and production services, transitioning employees and customers using technical project plans.• Championed one team and values, creating shared goals between peers, regimented agile ceremonies, and a culture of learning from failures.• Using multiple SQL environments to stage releases and deployments using the core features of Microsoft SQL and Redgate reduced feature TTM to biweekly sprints from quarterly releases.

Reduced license costs by consolidating business critical systems. Removed unused systems to stay within BSA compliance.Implemented an open-source Linux distribution to standardize on site-to-site VPN to all divisions.Traveled to warehouse locations to bring shipping, inventory, and office online.

Reverse engineered products released by engineering using hacking techniques to bypass controls to identify weaknesses.Supported sales engineers in creating and designing solutions for customers.Performed release engineering and maintained the build process.

Performed desktop support for the internal help desk group and Federated Department Stores. Part of a NT domain administration team for a 1600/ 14 domain network. At the time it was the 4th largest deployed NT network in the US.