Over 10 years of helping engineering teams improve quality and delivery — providing hands-on leadership when you need it most.
For 10 years I’ve built and led QA and operational systems for fast-moving software companies — spanning SaaS, support operations, release management, and Atlassian administration.
My work sits at the intersection of quality, process, and execution: building and scaling QA teams, improving release reliability, untangling development workflows, strengthening support escalation processes, and helping product, engineering, and support teams operate more effectively together.
Every engagement is hands-on and led directly by me. No account managers, no outsourced implementation, and no layers between strategy and execution. You work with someone who has managed the releases, handled the incidents, built the workflows, and lived the operational realities of growing software teams.
If your QA process feels reactive, your Jira instance has become impossible to maintain, or your teams are struggling with operational clarity as you scale — let’s talk.
Delivery quality, operational systems, and team response — the three areas where most product orgs lose time, trust, and momentum.
Make shipping predictable. Reduce the surprises that erode trust between product, engineering, and customers.
Turn the systems your team runs on into something they trust — not something they work around.
Improve how teams respond, escalate, and communicate when things go wrong.
Every engagement begins with understanding the people, process, and challenges involved. From there, it’s about solving the right problems and putting lasting improvements in place.
Short-term stabilization and cleanup during transition periods.
Defined problem, defined outcome, clear start and end.
Embedded support focused on improving how your team ships.
I've spent my career working inside the messy reality of how software actually gets shipped.
I started in QA, but quickly found myself doing more than testing. I was designing how teams ship. That meant building automation frameworks in tools like Cypress, shaping test strategy, and getting deeply involved in the full delivery lifecycle — from requirements validation through release and production support.
Over time, my role expanded beyond QA into systems thinking across the entire engineering organization. I've built and led QA teams, supported production incident workflows, served as a Jira admin, and worked directly with product and engineering to improve how work moves from idea to production. I've worked across edtech, SEO and local search marketing, app development, music publishing, ecommerce, and data and process mining — which has given me a wide view of how different teams build and ship software, but also how often the same delivery problems repeat regardless of industry. A lot of my focus has been on reducing friction with unclear requirements, inconsistent workflows, and visibility gaps.
A consistent pattern I've observed is that most delivery problems aren't technical — they're systemic. That perspective has shaped how I work: I tend to look for breakdowns between teams rather than within them. I focus less on isolated fixes and more on strengthening the underlying delivery system through clearer Jira structures, more intentional QA practices, and more reliable release processes.
Today, my work is about helping teams ship with confidence. That means fewer surprises in production, clearer ownership across teams, and systems that support scale instead of slowing it down. I don't just advise on improvements — I embed into teams to help design, implement, and refine the workflows that make delivery reliable.
At the core, I care about one thing: making complex delivery systems feel simple, predictable, and under control.
A 30-minute call, no obligation. If we’re a fit you’ll have a written proposal within a week.