* Created the banking platform, and own its vision and roadmaps, including banking core abstraction behind domain-driven APIs. The intent is to enable API-driven banking internally, and with external parties.* Introduced the concept of squads and tribes to the bank, and built out the squads working on the functional elements of the banking platform, which is the tribe.* Created the software developer hiring process for the CTO organization, because the bank didn’t have one. I worked with recruiting to systematize it, and now it runs itself; I’m just another interviewer.* Created both the software developer intern program, and our co-op program.* We are presently working on systematizing the software developer and developer manager career tracks in conjunction with HR.

* Opened an office in Cambridge, and hired 17 software developers in the space of 2 months.* Reorganized engineering into stable, functional units, reducing a 40% YOY employee turnover in Product engineering to < 15% in India, and 0% in the US.* Oversaw a codebase size reduction of 20%, a performance improvement of 15%, a reduction of release cycle time of 33%, and dramatically increased system uptime.* Instituted salary bands, formalized technology competencies for software engineering, QA, and Site Reliability Engineering* Guided engineering through our Series B round, worth $35 million.* Made strides breaking down the Engineering, Customer Support, and Professional Services silos so we could solve real, cross-cutting problems in holistic ways.

Business process developer in our manufacturing organization working on the optimization of our $1.3 billion/year manufacturing operations. Part of a team of 6 responsible for about $250 million/year in production and logistics efficiencies.* Scheduling optimization techniques of all kinds to minimize production and shipping costs. My area of expertise is “whole plant” optimization using stochastic approaches like particle swarm optimization (PSO) and genetic algorithms (GA) for sequencing production steps across product lines and workflows across arbitrary time intervals, but typically 4- and 8-hour shifts.* Significant, cross-cutting migration work to move from our siloed, one-environment-per-plant to a multitenant, cloud architecture to enable us to arbitrage time and geography across many fulfillment sites to minimize production costs. I took the lead on time- and time zone-handling, migrating our multi-MLOC codebase (and many hundreds of database tables) from local-time-only, to timezone-aware date-times. Without good time handling, it’s impossible to make predictions and tradeoffs about the future.* We served as a cross-functional center of excellence to the ~50 developers around us for everything from programming style and practice to operations research based (OR) business process modeling to exemplar CI build processes, to maintaining the cross-cutting systems libraries that made up the manufacturing domain, to dealing with complex crash dumps, memory leaks, and performance profiling and tuning. I have a hand in all of these activities, it was such great fun, and an amazing place to learn and grow.* Retired the use of an in-house, type-safe data layer tool that was responsible for generating static data during build in favor of modern, idiomatic approaches. Looking back now after a few years, this was a key piece in tearing down our monolith in favor of locally-owned data, refining our bounded contexts, and driving more composable APIs.