Toronto, Ontario, Canada
Accomplished Engineering Leader with a proven track record of scaling global teams and delivering complex 0-to-1 product launches in hypergrowth environments. I specialize in driving operational excellence through structured SDLC processes while fostering a culture of high ownership and technical growth
**Strategic Leadership & Product Delivery** - 0 to 1 Product Launch: Led the end-to-end development of a $6+M CRM platform, scaling from initial concept through Alpha/Beta to GA readiness over 1.5 years. - Domain Ownership: Managed a portfolio of 6 products and 9 domain services with a cross-functional team of 15 members. - Investment Strategy: Optimized resource allocation to ensure 50+% of engineering capacity was consistently dedicated to new feature innovation. **Process Engineering & Operational Excellence** - SDLC Optimization: Introduced "Epic Ownership" paradigm, standardized ticketing templates, and a robust Definition of Done (DoD) covering risk assessment, migration planning, and monitoring. - On-call and Deployment Reliability: Established a structured on-call rotation (scaled from 5 to 9 engineers) and weekly cadence of PROD deployments driven by engineers. **Efficiency Gains** - Reduced Median Issue Cycle Time by 29% through focusing the resources on key goals - Improved Mean Time to Recovery (MTTR) by 26% through epic ownership - Increased Sprint Predictability by 21% through better planning - Doubled defect resolution throughput from 16 to 30 per week through better planning - Developed custom GANTT-based tracking for global resource allocation and feature release cycles **People Management & Team Culture** - Global Team Scaling: Recruited and managed a distributed team across Brazil, USA, Ukraine, and Canada, scaling from 8 to 15+ members. - Talent Development: Successfully championed IC4 to IC5 promotions, conducted 4+ compensation reviews, and managed performance coaching (PIP) to maintain high-bar standards. - Culture Building: Orchestrated a 4-day international onsite featuring hackathons, "Day in the Life" sales shadowing, and Playwright coding dojos to bridge the gap between engineering and business domains
Master Data Management in the Fortune Global 500 (ETL pipelines) Responsibilities: - Oversee planning and delivery of business-critical projects by coordinating across two contractor groups, ensuring alignment with project goals and engaging in high-level technical activities - Manage staffing and team development through performance management and mentorship - Implement efficient SDLC processes to increase transparency and accelerate delivery timelines - Redesign the existing system to enhance performance and improve maintainability Key achievements: - Reduced project delivery lead time by 15% by fostering an engineering culture centred on ownership and a bias for action values - Saved ~$200,000 in time spent on group calls by optimizing the meeting culture with AI - Successfully implemented and standardized processes for code reviews, design documentation, and incident root cause analysis Environment: revenue-tracking legacy data pipeline managing enterprise client and contract information, cross-functional team of 13-20 engineers, AWS
Payment gateway for gambling and betting (Risk Management) Responsibilities: - Driving high-stakes projects and operations impacting 30% of the company’s revenue - Building and developing multidisciplinary teams, managing performance, and overseeing hiring - Providing technical guidance, establishing engineering best practices, and overseeing design - Conducting strategic and operational planning to address short- and mid-term business needs - Communicating with stakeholders and coordinating with vendors Key achievements: - Designed a multistage hiring process, enabling the team to interview around 100 candidates annually and hire 7 top performers - Developed and managed the transition plan to replace 10 offshore contractors with onsite FTEs, freeing an estimated $350,000 annually for hiring - Introduced Domain-Driven Design for two teams, including bounded contexts and team APIs - Implemented a quarterly OKR process for 8 engineers, improving expectation management and facilitating a shift from Java to Go within one quarter - Achieved a 20% reduction in lead time and established a consistent production deployment frequency of approximately one deployment per day - Initiated an audit and prioritization of technical debt, reducing it by 20% Environment: dynamic startup-like culture, 3-10 engineers, Java, AWS, Kubernetes, microservices
Credit analysis platform Responsibilities: - Manage delivery processes to ensure timely and quality project execution - Oversee staffing, onboarding, mentoring, and managing a team of 5-8 offshore developers - Fulfill various roles, including EM, Scrum Master, TPM, Architect, QA, and Release Manager - Design, negotiate, and supervise the implementation of major features and conduct code reviews - Facilitate effective communication and collaboration with stakeholders and cross-functional teams Key achievements: - Delivered 5 significant integrations ((IA, LQDM, VOA, VOE/I, 4506) that enhanced the company's market presence by 10% - Assembled a team of 5 engineers and successfully restaffed it to execute critical integrations and meet project deadlines Environment: enterprise-level mindset, team of 3-7 engineers, Java, Angular, GCP
Credit analysis platform Responsibilities: - Design, develop, and maintain the integration process with a partner system - Work closely with cross-functional teams to gather requirements and deliver the project - Perform code reviews to verify compliance with coding standards and best practices - Troubleshoot and debug issues in existing applications, providing timely resolutions Key achievements: - Developed the integration design with a partner platform and implemented a POC - Oversaw the integration of the first product with the platform, leveraging the POC as a foundation - Supported the production launch and ensured ongoing operational maintenance Environment: Java, Angular, GCP, Spring stack, PostgreSQL, Pivotal stack
Working with a pool of five developers (juniors to seniors) to grow in the company professionally. In particular, managing financial matters, building growth plans, resolving project-related concerns, and mentoring.