I build the teams and systems behind consequential products.
Founder-to-Fortune-50 engineering leader across applied AI, healthcare, commerce, and large-scale platforms. Today I lead an 80-engineer organization at CVS Health—and still design, code, and ship complete products through PaperPilot.
My best work sits where product instinct, engineering depth, and organizational judgment meet. At Knock, that meant doing every job needed to find product-market fit. At Lowe’s, it meant leading Innovation Labs, Supply Chain, and Core AI. At CVS Health, it means rebuilding platforms and practices around cloud-native and AI-native development—at healthcare scale.
2014Co-founded KnockZero-to-one CTO
2018Joined Lowe’sThree charters, three promotions
2025Chose healthcareMission at enterprise scale
Selected work
A few decisions that changed the trajectory.
The technology matters. The more revealing story is how I move from the right problem to a working system—through teams at scale and hands-on building.
01
Operating at scale
Rebuilding a healthcare engineering organization while the business keeps running.
At CVS Health, I lead an ~80-person engineering organization—through a management layer, across US and Galway sites—spanning Retail Health and Oak Street Health. The mandate is ambiguous by design: strengthen internal ownership away from contractor-dependent delivery, modernize a large legacy .NET estate toward cloud-native and AI-native development, and leave behind a delivery model that keeps evolving after the transformation—all while the estate carries hundreds of millions of production calls each quarter.
02
Platform & delivery throughput
Make the platform the way the org ships.
I moved an aging on-prem .NET estate onto a cloud-native platform (CAP) and standardized how the whole organization builds and ships. The headline is not a single re-platform—it is that shipping stopped being the bottleneck. Reviewed, merged, released work grew roughly 3× quarter-over-quarter while the volume of code authored rose only modestly. We were never short on effort; we were short on throughput, and that is the constraint I attacked.
03
AI-native engineering
Put AI on the critical path—under review.
I made AI the connective tissue of the software lifecycle—not just code generation, but retrieving domain truth, drafting documentation, triaging incidents, and executing fleet-wide change under human review. The operating method mattered more than any model: discover, standardize, audit without changing anything, remediate in slices, then re-audit from re-runnable reports. Human gate on decisions, AI on execution, adversarial review always.
04
Transformation leadership
Earn trust. Then change the system.
I inherited part of Lowe’s distribution-center backbone with a decade-old core, a struggling engineering environment, and monthly releases. I diagnosed the organizational and technical constraints, disagreed with the initial direction, and still delivered the requested portal in three months. That credibility created room to prove a better backend pattern—and expanded the work into a 50-engineer charter.
05
Founder-built platform
I learned company-building from both sides of the pager.
I co-founded Knock as CTO in 2014. Our first product found customers but not a durable market, so we pivoted to the daily, revenue-critical work of multifamily leasing. I led product and engineering from zero—designing workflows, writing the application, building the data and cloud foundation, hiring the team, onboarding customers, and taking support calls. That foundation kept compounding after my 2018 departure: Knock grew to serve 2M+ apartment units, raised $47M, and was acquired by RealPage in 2022.
PaperPilot is where I keep the founder muscle active. I designed and built a privacy-first product family across native and web: PaperPilot organizes personal documents with on-device OCR and hybrid search; Transfer sends end-to-end encrypted files with passwords, expiration, and view limits; its Playground previews and prepares files in the browser; and VibeLogger records macOS work sessions, transcribes on-device, and turns them into searchable knowledge. The work runs from product design and clients through APIs, crypto, storage, AI integration, packaging, deployment, and operations.
Across Lowe’s Innovation Labs I ran charters spanning applied AI, 3D and spatial commerce, and a home-data platform—each starting from a working artifact and ending in production. I designed and built Lowe’s Product Expert over a weekend, then carried it through brand, legal, and the OpenAI partnership to become the first custom GPT for home-improvement retail—which helped lead to my Core AI mandate.
A working artifact changes a strategy conversation. I use code to collapse ambiguity, then do the organizational work required to make the idea real.
02
People over pedigree.
I hire for raw talent, growth mindset, and ownership. The best organizations are designed so strong people can see the whole problem and act on it.
03
Match rigor to the moment.
The craft is knowing when to move fast and when to do it right. Prototype speed and production discipline are different modes, not opposing beliefs.
04
Reduce organizational friction.
Architecture and organization shape each other. I design systems, ownership boundaries, and decision paths that let teams move without waiting for a gatekeeper.
The person behind the work
Meaningful work is a design constraint.
After a long stretch in hospital waiting rooms with someone I love, I chose healthcare for the next chapter of my career. It made the system personal—and made its opportunities impossible to see as abstractions.
I want difficult problems, capable and kind people, and products whose usefulness is easy to explain. Excellent systems matter because of what they let people do.
Writing
Ideas that need more room.
Essays on agent infrastructure, AI-native engineering, and the organizations that build them.
The problems I’m drawn to are rarely just technical.
I’m interested in leadership mandates where applied AI, platform scale, product judgment, organizational change, and business strategy have to move together.