Organizational Design
Summary
Teams that ship reliably aren’t found—they’re built.
Scaling an engineering organization isn’t a headcount problem. It’s a design problem. I build cross-functional teams with explicit boundaries, distributed ownership, and delivery practices that sustain velocity without burning people out or accumulating debt. The goal isn’t more engineers—it’s better leverage from the ones you have.
What this looks like
Autonomy within structure — Clear compliance, security, and architectural boundaries so teams execute without waiting for permission.
Leader development over dependency — Engineers mentored into senior and leadership roles across multiple organizations, not just promoted into titles.
Cross-functional coordination — iOS, Android, backend, QA, and vendor teams operating with shared context and independent release cadences.
Sustainable delivery practices — CI/CD automation, quality gates, and engineering capability programs that compound over time.
Why this matters
Most org scaling efforts optimize for throughput. I optimize for durability. A team that ships 90+ governed releases isn’t sprinting—it’s operating from a foundation that doesn’t erode under load.
How I’ve done it
Dayforce — Led a 44-engineer product organization across multiple delivery teams, achieving 94% leadership effectiveness and three consecutive President’s Circle nominations.
iSeatz — Rebuilt a reactive post-launch team into an autonomous engineering organization trusted as a strategic partner by Fortune 100 leadership.
Quore — Developed engineers into senior technical roles while filling the strategic gap left by an eliminated product function.
