Glide's mission is to put the power, beauty, and magic of software development into the hands of a billion new creators. To accomplish this, we’re building software development tools that allow anyone, regardless of technical skill, to create powerful, beautiful custom software for their business.As VP of Engineering, my goal is to support, grow, and thoughtfully build a high-performance, generative engineering team culture which prioritizes shipping reliable, quality software, learning from feedback, and being generally responsive to customer needs.

Angel and seed stage investments in software startups and commercial real estate ventures.

I support the Directors, Senior Directors, and Staff Engineering Managers that lead the Repositories, Pull requests, and Planning & Tracking (Issues, Projects, Notifications) groups. As the "Collaboration Core" team, our mission is to provide developers with the most reliable, performant, intuitive, and integrative workflows that help them collaborate with their teams to go from idea to code. 🌱We are 15 teams and 165 amazing engineers and engineering managers distributed worldwide and ready to help you and your team build the software of your dreams!

I support the Planning & Tracking group which is focused on 3 products: Issues, Projects, and Notifications.Our mission is to create product processes that software development teams love, and our vision is to ensure that teams can successfully manage their software projects on GitHub.We are 5 engineering managers + 47 engineers distributed across 9 time zones in North America and Europe, and we work closely with an incredible team of designers, product managers, and user researchers.

GitHub's sustained growth provided both accelerated opportunity and unique challenges for growing quickly within the management tract. In promoting to Senior Engineering Manager, I had the opportunity to provide direct support to 3 Engineering Managers and indirect support for 30 engineers.In this role I supported the Planning & Tracking engineering group, accountable for OKRs across 5 core products: GitHub Issues, Notifications, Projects, Pages, and Wikis.

When I joined GitHub in 2012, I was drawn to its flat "bossless" organizational structure because it aligned with my entrepreneurial aspirations. While this lean structure inspired autonomy and velocity and collaboration at 100 employees, it began showing its weaknesses as we scaled. After experiencing the tradeoffs involved in this structure for 5 years as an individual contributor, I subsequently chose to enter the field and craft of engineering management at GitHub to facilitate an inclusive, high-trust, feedback-oriented, and shipping-focused environment for our customer-obsessed engineering teams.As an engineering manager today, I bring a strong understanding of the mechanics of high-performing engineering teams and years of context in GitHub's delivery experimentation to bear in order to produce the systems that the world's engineers will rely on for (another) decade to come.In 2019, I'll focus on learning how to lead and support multiple engineering teams in parallel, and begin managing managers.

I joined GitHub in 2012 with the goal of learning how to tackle webscale engineering, product development, team structure, hiring, culture maintenance, Enterprise sales, brand marketing, and leadership structure at a growing startup.While I was in an individual contributor role, we grew from ~100 employees to ~800 employees, transitioned from a flat organization to traditional management, and raised $350M in outside funding.As an engineer in a growing startup, I wore a bunch of different hats during this time. Here's a sample of my contributions in this role:* Contributed 400+ pull requests to the main GitHub codebase and lead development of features like Repository Topics, mobile search, the email preference center, Billing Managers, the Enterprise audit log, Mailchimp integration, live updates for deployments, and a handful of secret features that we chose not to ship.* Hosted a dozen or more Git & GitHub programming workshops around the world with organizations like Rails Girls, Hack Duke, and Patchwork* Technical speaker and company evangelist at conferences in the USA, UK, and Africa* Conducted 30+ employee interviews and contributed to development of technical hiring process* Planned and lead numerous team hack weeks, meetups, and workshops

Built and grew a "one-click" uptime monitoring application that was integrated into the Heroku application marketplace, making it easy for developers to understand their application uptime. Ranger's distributed architecture reliably performed hundreds of millions of uptime checks during this time.Negotiated sale of company to Exceptional in November 2012.

I joined Chargify with the goal of learning how to scale a rapidly growing SaaS product from a technical and business perspective. Responsibilities I had included:* Leading integration with Shopify platform and produced demo video* PCI DSS Level 1 audit due diligence for credit card processing* Migrating credit-card background processing system from DelayedJob to Resque* Conducted PCI due diligence audit for Amazon Web Services platform* Pushing for, standardizing, and automating the production environment provisioning process* Pushing for and getting the core Rails app on Bundler, running CI on Jenkins, and forging a path for a migration to Rails 3

At Relevance, I was fortunate to take part in a varied set of projects that allowed me to combine my business background with my technical skill set:* Ruby on Rails application development* iPhone and iPad application development* Project Manager for Fortune 100 software projects* Organizer of 2010 DevNation conference series* Speaker at Web 2.0, QCon Brazil, and DevNation conference series* Produced several professional corporate Relevance marketing videos

Served as a business analyst on the North Carolina Department of Revenue's Tax Information Management System implementation. As a member of the Submissions Processing team, my responsibilities included requirements analysis and production of functional designs for processing more than eight million annual paper tax return and payment forms.It was during this project that I learned about the organizational change management, planning, and risk management required alongside a massive 12-system legacy software platform integration and upgrade.I learned a thing or two about the perils of waterfall software development on this project.