I'm an engineer who leads engineering teams. I've spent my career in media infrastructure: broadcast engineering, supply chain, OTT, and video streaming platforms. The kind of systems where the abstractions are thin, the failure modes are real, and the viewer staring at a spinner has no interest in your post-mortem.

I've designed and operated systems at the kind of scale that makes architectural decisions matter: petabytes of data in motion, terabits per second at the edge, hundreds of thousands of requests per second under load. Globally distributed across whatever substrate made sense (cloud, on-prem, colocated, serverless) because the right answer depends on the problem, not the vendor's roadmap or their cost structures.

I care deeply about the craft. Not in the abstract sense of aesthetic preferences, but in the concrete sense that the decisions we make about system design, team structure, and engineering culture have real consequences that compound over time. Systems that aren't observable aren't operable. Teams that aren't autonomous don't ship. Technical debt isn't a metaphor: it's the reason your most experienced engineers are spending Friday afternoon untangling something that should have been done right the first time.

I've been the IC writing the code and the leader building the organization. Both perspectives inform everything I write here. The best engineering leaders I've worked with never stopped being engineers, and the best engineers I've worked with understood that the system includes the people building it.

Day to day: TypeScript, Python, Go. Dabbling in Rust, as one does.