I find the real constraints in an unfamiliar system, integrate the disconnected parts, and get the whole thing moving.

A flagship, multi-billion-dollar platform modernization program, delivered with cross-organizational industry and government partners.

• Lead integrator on an enterprise integration platform that has grown from $60M at conception to $112M today, owning requirements, modeling, and interface design across organizational boundaries and reporting readiness directly to senior leadership.
• Redesigned a seven-year-old model merge process end to end, cutting about 5 hours off every weekly merge by stripping the unused project links every branch had to carry and making the model trunk the single source of truth. Ran the first full cycle solo during a 14-day holiday freeze, a sequence that normally takes 5 to 6 engineers, with zero errors and zero rework, then wrote the guide so it never depends on one person again.
• Built a reusable smart-package analysis tool that replaced manual model-by-model gap hunting with parameterized queries returning results in seconds, cutting roughly 60% of the manual review overhead the team spent finding model and requirements gaps.
• Stopped a contested $60M integration from being accepted with requirements that were not verifiable as written and models whose blocks and dependency arrows misrepresented the real data flow. Built the independent technical and financial case, convinced the customer to fix the specs before moving forward, and avoided hundreds of hours of rework.
• Picked up engineering management when my manager left, on top of the technical work: run a mixed team of systems, software, and security engineers, own reviews, growth plans and 1:1s, and took hiring from interviewing into full requisition ownership, setting real-dollar compensation ranges with leadership and HR instead of defaulting to grade bands.
• Interviewed and selected 4 engineers across software, security, and systems roles, every offer accepted, and personally trained the newest on requirements management, configuration management, and modeling while the toolset and the team were both changing.
• Hold the only technical seat on a two-person core team, covering technical and non-technical customer leads and routing overflow to partner teams to protect delivery. Absorbed the data platform owner's departure by ramping on lakehouse architecture and Databricks under live deadlines so the function never went uncovered.

• Owned the OEC Elite 3D needle trajectory feature end to end, from the user need through FMEA and hazard analysis to multi-day clinical validation and release: zero post-release defects and adoption by physicians worldwide.
• Designed the Position Assist save-and-return system: capture a visual outline and axis coordinates during a 3D scan so the arm can move freely and return to the exact saved position, with a red, yellow, and green indicator confirming live alignment against the saved reference. Validated it against international standards and FDA and HIPAA requirements so imaging data could not leak between patients.
• Reworked a queue management system's data structures alongside the software engineers, reviewing code and tuning system parameters to cut cycle time 40%.
• Built the backend logic for an automated onboarding risk engine, cutting clinical verification from 5 days to 4 hours.
• Stood up continuous testing on agile test beds that caught 120+ defects before release, including a UI update that shipped visually identical buttons doing different things.

• Caught a configuration and documentation management gap while chairing a review board, where governance had drifted out of line with certification standards. Escalating it triggered a change control board and surfaced an audit failure on another team, and drove corrections across multiple subsystems before design review. Recognized with the BRAVO to Our Stars Award.
• Connected the requirements system to the business side's Tableau through a SQL analyst, working around limited scripting access, to auto-generate was-and-is redline comparisons across models and specs. Cut redline compilation by as much as 8 hours per person on large specs, gave leadership exact requirements-worked-versus-total numbers, and the approach spread from business operations into compliance, cybersecurity, physical security, and other engineering teams.
• Ran a full FMEA that found and closed 15 critical single points of failure before release, most of them sitting at the boundary between embedded software and the hardware and signals it controlled.
• Integrated and decomposed 500+ high-consequence compliance requirements across hardware and software teams, building the traceability architecture that produced zero rework.
• Taught myself Jira to stand up task, story, and epic tracking across two sub-teams, tagging blockers by organization so leadership could see and escalate across team lines. Both sub-teams hit their design review milestones on schedule.

• Led an 18-person team running a $73M asset portfolio, holding a 100% quality assurance pass rate across a seven-year tenure.
• Built a 204-point compliance validation system covering 17 buildings, 61,000 square feet, and 6.6M assets, and a weekly change management system handling 600+ changes a week across 5,000 production cycles.
• Diagnosed a defective component lot that would not integrate or communicate with the host platform, traced it through the tracking system, consolidated all 26 affected units, and personally repaired and tested them. Recovered 12 and routed 14 to depot, using a repair normally only performed at depot level, with no interruption to operations.
• Managed a core of 4 to 5 direct reports across two sites and four teams, wrote their performance reviews, and scaled to lead cross-team groups of 15 to 20. Mentored an airman outside my reporting line who was later selected for the U.S. Air Force Academy.