Results
Three decades of being the person accountable for the technology — scaling engineering organizations through multiple acquisitions, across high-scale platforms, regulated financial systems, and the factory floor. A few engagements that show the pattern.
Work delivered for leading organizations — in roles at Levels Beyond, Videology, Advertising.com, and through LCGTech and HotRMC engagements.
Levels Beyond (Reach Engine)
CTO & Chief Architect · 2016–2019 · High-scale media & entertainment
Brought in to fix product and engineering delivery so the company could be sold — then re-architected the platform, hit 90% of delivery targets, and lifted customer satisfaction over 250%.
The challenge. The board and leadership were frustrated with the product and engineering side of the business — feature delivery and customer delivery weren't where they needed to be, and the company needed that fixed to position itself for a sale. They brought me in to find out what was actually wrong and lead the fix.
What I did. I started with an assessment of the entire product and engineering organization, built a plan from it, and led the implementation. After the first year they converted me from contractor to a full-time equity role to see it through. Over three-plus years leading product and engineering, I re-architected the platform and migrated it to the cloud — taking it from on-premises, versioned installations to a product offered three ways: on-premises, full-cloud, and hybrid. Along the way I personally led the largest client engagements, including Warner Bros., IBM, and UFC.
The outcome. Feature delivery reached 90% of all product and engineering metrics, and customer delivery satisfaction rose more than 250% across every critical area. The work was the groundwork for the company's acquisition by Signiant, which followed soon after I left.
F&G Life
HotRMC contract engagement thru LCG — Project & Technology Architect · fractional Mar 2023–Mar 2024, then full-time Apr 2024–Apr 2026 · Regulated financial services
Called back two decades later to rescue the replacement of the very commission system I'd built — I diagnosed why the vendor project was failing, then delivered the features they needed and handed the client full independence from outside contractors.
The challenge. I'd originally built F&G's agent-commission system back in 2004, as LCG, when the company was Old Mutual Financial Network. The system outlasted three changes of ownership. After the 2020 acquisition by Fidelity National Financial, F&G set out to replace it with a SaaS platform — first through a vendor selection run by a large consulting firm, which failed, then through a direct vendor engagement that ran well over budget and behind schedule. They brought me in as the expert on the existing system to figure out what was going wrong.
What I did. I ramped up on the vendor's project, their product, and the migration plan. After nine months of digging, I helped F&G see the hard truth: the vendor couldn't deliver what it had promised — features they claimed to have, ones that already existed in the current system, simply weren't in their product and would have required extensive custom work. F&G ended that contract and brought our team on full-time to extend the existing system instead. Over the next two years I led the team and owned the technical architecture and delivery, shipping the compliance and business-priority features they needed and standing up a combined old/new architecture model that let them build each feature in the legacy stack, the new one, or a hybrid — migrating steadily toward the new.
The outcome. F&G got the compliance-driven and business-critical features it needed, on a system that now had a path forward instead of a stalled replacement. The biggest win was for the client, not the contract: I brought the knowledge, architecture, and capability in-house so their own team could carry the work forward with no outside contractors at all.
Eight O'Clock Coffee
LCG Technologies engagement (Founder & CEO) · 1998–2003 · Industrial / manufacturing
A ground-up modern control system for their coffee-batching operation that raised efficiency over 40% and quality by 80%, and took plant visibility from near zero to complete transparency.
The challenge. Eight O'Clock Coffee — then part of The Great Atlantic & Pacific Tea Company (A&P) — was in the middle of a modernization program and struggling with the efficiency and quality of their existing batching system. They brought us in to architect, design, and build a custom application to run it.
What I did. We started by producing an accurate "as-is" specification of the entire operation — every piece of equipment, its purpose, use, connectivity, operations, and maintenance. That became the foundation for architecting and designing the new control system. Once it was approved, we spent 24 months delivering it: Allen-Bradley PLCs and RSLinx on the plant floor, Wonderware with InSQL for the data layer, and custom Visual Basic 6.0 applications delivering SCADA-class monitoring and control — state-of-the-art data acquisition and interface work for its time.
The outcome. Efficiency improved by more than 40% and quality by 80% — major gains for the business. Maintenance costs dropped as we could schedule preventive maintenance far more accurately, and plant-floor visibility went from almost nothing to complete transparency.
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