Product & engineering leadership in healthcare
Turning complexity into practical decisions.
I lead large product and engineering organizations in healthcare and senior living — accountable for delivery predictability, quality, and platform strategy. I write here about building teams that operate with confidence, and about what it actually takes to make software reliable in regulated environments.
Writing
SelectedWhen In Doubt, Re-org
Twenty reorganizations in ten years. The good ones fix a named problem; the bad ones are messaged as if they did. What I'd want to see instead: organize teams organically, roll change out inclusively, and hold the last set of changes accountable before announcing the next.
Tech Conference Talk Anti-Patterns
War stories, walls of text, and eighty percent spent restating the problem — plus the audience habits that waste a room's time.
28 Nov 2013If Disney Ran Your Hospital
Courtesy over efficiency, and decentralizing the authority to say yes. Notes on Fred Lee's case for changing culture rather than scripts.
21 Jul 2013Being Principled
Practices are cheap to adopt and easy to cargo-cult. Principles are what let a team decide well when the practice doesn't fit.
3 Jan 2014Personal Retros
Running the same inspect-and-adapt loop on yourself that you ask of your teams — and being honest in the write-up.
20 Dec 2013The Antiques Roadshow Rule
What a system is worth has little to do with what it cost to build, and everything to do with what someone will do with it today.
21 Mar 2016Practical Practice
Mastery rarely comes from rote exercises. It comes from iterating on real work you care about — in code or anywhere else.
Browse full archive Hide full archive 19 posts, 2013–2016
About
I'm a senior product and technology leader who builds organizations that deliver — reliably, at scale, and with purpose.
My work focuses on turning complexity into durable systems: teams that operate with confidence, products that unlock real customer value, and platforms that compound improvement over time. I'm known for bringing order to chaos — establishing predictable delivery, making quality a first-class engineering responsibility, and building governance models that scale without slowing people down.
A defining principle in my leadership is being AI-first, but not AI for AI's sake. I use AI where it meaningfully expands capability — automating expert judgment, improving compliance, and unlocking outcomes that weren't practical before — rather than as a novelty. Twenty-five years in regulated healthcare, from patient monitors at GE to AI-driven platforms in senior living, taught me that the interesting problem is rarely the technology.
Reading
Books worth the timeThe book that makes flow, WIP, and constraints legible to people outside engineering. Still the fastest way to align a leadership team.
Courtesy over efficiency, and pushing the authority to say yes out to whoever is facing the customer.
A blunt model for why capable teams underperform. Most of the time it starts and ends with trust.
Useful less for startups than for large organizations trying to learn something before committing a year of capacity.
Interests over positions. Most cross-functional deadlock is a positions problem wearing a roadmap costume.
Not a leadership book. A very good one about what systems do to the people living inside them.