I've spent 20 years learning how companies actually scale.

Not the theory. Not the LinkedIn posts. The messy, chaotic reality of taking something from nothing and turning it into something that works. Repeatedly.

I've scaled products from 250,000 units to 7 million. Led teams from 5 people to 200. Navigated acquisitions where most of the team wanted to quit (97% stayed). Taken revenue from $650K to $3.3M in seven months. Built mobile apps that served over a million customers and drove double-digit revenue growth.

The pattern I've recognized across all of it: scaling isn't about working harder or hiring faster. It's about building systems that compound.

Most leaders treat scaling as a linear problem. More revenue means more people means more complexity. But the companies that actually scale are the ones that build leverage into everything they do. Better product architecture. Clearer decision-making frameworks. Teams that multiply impact instead of just adding headcount.

That's what I've done at Mapbox, Till, and Best Egg. I lead product and engineering organizations through the messy middle, the phase where what got you here won't get you there, and you need to fundamentally rethink how you build.

The Through Line

I started my career in government contracting through the Lockheed Martin Engineering Leadership Program. Learned the discipline of engineering in highly regulated, high-stakes environments. Then I pivoted to startups because I wanted to move faster and see direct impact.

At Mapbox, I led the Navigation Data team and architected a strategy that analyzed billions of data points to improve ETA accuracy by 50%. That work scaled revenue from $650K to $3.3M in seven months and taught me how data at scale changes everything about how you build products.

At Till, I joined as VP of Engineering and became CTO during COVID. We hit double-digit revenue growth for ten consecutive months while everyone else was panicking. We built partnerships with Appfolio and MRI that expanded our reach from 250K to 7M units. And when Best Egg acquired us, we executed a full rebrand and relaunch in under three months with 97% team retention.

Post-acquisition, I became Head of Product and Engineering, Customer Engagement at Best Egg, leading approximately 200 people across the organization. We built Best Egg's first native mobile app, created a multi-product web experience serving over a million customers (16% increase in engagement), and optimized marketing campaigns that drove 15% cross-sell revenue growth. The product operating model I developed became the blueprint for transformation across the entire company.

What I'm Focused On Now

Right now I'm helping companies navigate AI transformation. Not the hype, the actual work of integrating AI into products and organizations in ways that create real value. I'm launching Recursive Funk, my fractional CTO consultancy for companies that need someone who's built this before.

I also host the Executive Runtime podcast, where I talk with leaders who think systematically about building and scaling. And I write occasionally about product and engineering leadership. Not hot takes, just what I've learned from doing this work for two decades.

Beyond the Resume

I'm an international speaker on product and engineering leadership. I've taught web development at General Assembly because I believe more people should have access to tech careers. I served as Curriculum Development Lead for DC's Black Girls Code chapter, creating programming courses for young women of color. I was on the board of Byte Back, helping develop training programs that lead to living-wage tech careers. And I serve on Tuskegee University's Computer Science Industry Alumni Board, bridging the gap between academia and industry.

I care deeply about expanding who gets to participate in technology. The industry is better when more people have a seat at the table.