RKThoughts: Showcase Your Professional Work Online

My Projects

Explore a selection of my professional work and achievements.

Cardinal Health (USMED/ADS) - Healthcare Engineering & Digital Platforms

My organization also supports pharmacy platforms spanning enrollment, prescription intake, payment, refills and interoperability with external pharmacy networks.

Automated member enrollment, prescription intake, eligibility, payment and pharmacy-processing workflows to reduce manual handoffs and improve prescription readiness.
Introduced configurable refill rules covering timing, prescription validity, product requirements and member communication.
Implemented Authorize.net tokenization to protect payment information, support recurring transactions and strengthen PCI DSS compliance.
Connected internal pharmacy platforms with CVS, Walgreens, Rite Aid, Publix and other pharmacy networks to support secure prescription routing, transfers and coordinated fulfillment.

Modernizing Without Disrupting the Business

Much of this portfolio runs operations that cannot simply be paused while technology is replaced. Our approach has been to modernize in controlled steps: isolate business capabilities, introduce APIs, improve observability, strengthen audit trails and move functionality into modular services without putting patient service or cash flow at risk.

I introduced governed use of AI-assisted engineering tools, including GitHub Copilot, GPT, Claude and Gemini, to help teams understand legacy code, accelerate development, improve testing and reduce repetitive work. The tools support engineering judgment; they do not replace code review, security testing, production controls or individual accountability.

Across the portfolio, we operate within HIPAA/PHI, SOX, HITRUST and PCI DSS requirements. I have also worked directly with Deloitte, EY and Clark Schaefer Hackett on audit readiness, control validation, risk remediation and operational continuity.

What I Carry Forward

This work has reinforced the leadership approach I would bring to a VP role: start with the business result, make investment and risk trade-offs visible, and create clear ownership from build through run.

I know how to modernize complex platforms without destabilizing the business they support. I bring product engineering, enterprise applications, cloud platforms, cybersecurity, compliance and production operations together under one operating model. Just as important, I develop leaders and teams that can sustain the improvement after the transformation program is over.

AI-Enabled Enterprise Modernization & Engineering Transformation

Enterprise Pharmacy & Prescription Fulfillment Technology

My teams support the patient-to-payment lifecycle for continuous glucose monitors, blood glucose monitors, insulin pumps, and diabetes testing supplies from Dexcom, Abbott, and other manufacturers. The work connects patient enrollment, clinical documentation, insurance qualification, order fulfillment, claims, invoicing, and collections.

Patient acquisition and enrollment: Modernized a six-stage prospect-to-patient process covering prescribing-provider validation, insurance coverage, clinical documentation, physician orders, prior authorization, product qualification, pharmacy coordination, and payment processing through CardConnect and BASYS.
Eligibility and benefits: Implemented monthly and real-time verification across Medicare, Medicaid, and commercial insurance using Experian and other services. This improved coverage accuracy, reduced manual work, and prevented ineligible orders from moving downstream.
Payer and plan changes: Built configurable rules to manage government-to-commercial, commercial-to-government and intra-payer transitions using coverage dates, payer codes, coordination-of-benefits requirements and member-specific eligibility data.
Pre-shipment controls: Established automated checks for prior authorizations, medical records, prescriptions, CMS same-or-similar requirements, insurance and product eligibility, allowable units, and payer-specific rules before an order is released.
Claims and revenue integrity: Strengthened Before Transmit controls so missing tracking, proof of delivery, procedure codes, modifiers, and payer requirements can be identified before claim submission. This improved claim quality, auditability, and revenue capture.
Patient billing and collections: Directed Medicare and commercial invoicing across primary and secondary insurance, coordination of benefits, patient-responsibility calculations, payment processing and collection workflows supported by Allegiance Group.
Patient authorization: Expanded HIPAA-compliant assignment-of-benefits and authorization capture across email, SMS, IVR, and physical mail, with the required consent, security, and audit controls.

At Cardinal Health, I lead application and software engineering for East Coast operations. My organization manages a $10M+ portfolio of 30+ business-critical applications across revenue cycle, member acquisition and retention, pharmacy, fulfillment, and patient service. These platforms support a $1B+ healthcare business and more than $25M in daily transaction flows. The work is delivered through a distributed organization of more than 100 employees, contractors, and strategic partners. My responsibility extends beyond software delivery. I own annual planning, investment priorities, financial forecasting, modernization, cybersecurity, reliability, and application lifecycle decisions. I work closely with business, operations, finance, security, and compliance leaders to improve performance while keeping essential patient and revenue operations running.

Business Impact

The most meaningful measure of our work is what changed for the business:

Moved collection performance from approximately 80% to above 95% by strengthening pre-bill controls, denial prevention, and workflow accountability.
Improved claim readiness by 20% through better validation, exception management, and ownership before payer submission.
Increased member acquisition and retention by more than 20% by connecting referral, eligibility, contact-center, pharmacy, and communications workflows.
Brought on-time shipment and delivery above 95% through better pre-shipment controls and operational visibility.
Rebuilt a fragile legacy platform as modular services and APIs, increasing availability from 85% to 99% and reducing incidents by 25%.
Consolidated US MED distribution-center operations into Cardinal Health’s network in less than three months and ahead of schedule, using a lean team and limited incremental spend while reducing duplicate operating costs.

I also lead the platforms that move prospective members from referral through qualification, enrollment and ongoing service. The focus has been to reduce handoffs, give agents better information and make it easier for members to receive the products they need without avoidable delays.

Digital acquisition: Automated lead intake, validation, deduplication and routing from Parachute Health, referral partners and marketing channels.
Qualification and exception handling: Used the Hermes integration platform and external services to verify demographic, insurance, product and program eligibility information, while routing exceptions to the right team for resolution.
Contact-center enablement: Integrated NICE CXone/InContact with guided scripts, documentation requirements, member context and next-best actions so agents can make better decisions during enrollment.
DME and pharmacy coordination: Automated the transfer of qualified members, prescriptions and product information to Guardian Rx, simplifying account creation and pharmacy processing.
Replenishment and retention: Enabled recurring 90-day DME and pharmacy replenishment through daily campaigns, while supporting product changes, upgrades and service communications across email, SMS, IVR and print.
Clinical documentation: Connected Dominion and Parachute Health through API-driven document-chase workflows, helping teams maintain current medical records and physician orders under payer-defined renewal rules.
Communication governance: Implemented physician-level Do Not Fax controls using National Provider Identifiers, along with member-level Do Not Call suppression to support TCPA and communication-preference compliance.
Operational visibility: Delivered SSRS reporting for executives, operational leaders and frontline teams, providing a shared view of acquisition pipelines, enrollment readiness, workflow exceptions, member servicing and compliance.

Member Acquisition, Engagement and Retention

Revenue Cycle, Patient Access and Fulfillment

Antibody-identification software helps laboratories and blood banks detect antibodies that may react with transfused red blood cells. This is especially important for patients receiving repeated transfusions or those with complex blood-group profiles.

I led the engineering and strategic partner teams responsible for developing the rules-based software and preparing it for EU IVDR certification. The work required close coordination among Engineering, Product, Medical, Quality, Regulatory, and external partners.

We incorporated validation, traceability, risk management, cybersecurity, and regulatory documentation into the engineering plan from the beginning. Completing certification enabled the product to enter multiple European markets and demonstrated that the organization could move a complex clinical application through a demanding regulatory process.

Disease Intelligence and Applied AI

MyVirena is an Azure-based disease-intelligence platform used by laboratories, hospitals, urgent-care organizations, universities, and public-health researchers.

The platform brings together diagnostic instrument signals, internal healthcare data, and approved public sources to show trends for influenza A and B, COVID-19, Lyme disease, and other infectious diseases. Customers can analyze results by organization, location, ZIP code, disease, and result type.

EU IVDR Market Access

Connected Diagnostic Platforms

My broader portfolio connected customers, laboratories, diagnostic instruments, and clinical systems across several products:

MyQuidel: A customer-facing portal for securely distributing instrument firmware, assay updates, and language files.
OrthoConnect and BYG: SaMD integration tools that transmit laboratory information system orders to diagnostic instruments and return test results to the laboratory system.
Diagnostic imaging: Advanced a computer-vision model that achieved greater than 95% positive predictive value during validation.
Instrument telemetry: Used worldwide device signals captured in Azure Cosmos DB to understand adoption, performance, diagnostic quality, and potential product issues.
Customer retention: Applied usage and integration data to identify churn risk, improve customer engagement, and reduce annual turnover from more than 15% to under 2%.

These were not isolated products. Together, they created a connected diagnostic ecosystem that gave customers easier access to software and updates while giving QuidelOrtho better insight into product performance, customer adoption, and market demand.

Leading Through Post-Merger Integration

Following the Quidel-Ortho merger, teams and partners brought different architectures, processes, and operating practices. I worked across those boundaries to establish shared engineering expectations, clearer ownership, and a common view of delivery and production performance.

The goal was not to force every product onto the same technology. It was to create enough consistency in architecture, cloud operations, quality, security, and delivery governance that teams could move faster without weakening regulatory discipline.

This operating model helped connect engineering investment with product evidence, commercial priorities, customer adoption, and regulatory milestones.

What I Carry Forward

QuidelOrtho reinforced how I lead regulated product organizations: involve Medical, Quality, and Regulatory leaders early, use evidence to guide decisions, and make commercial and customer outcomes part of the engineering conversation.

In a Senior leadership role, I can integrate organizations after a merger, align internal teams and strategic partners, and lead digital products from architecture through regulatory approval and market adoption. I understand how to apply cloud, data, and AI capabilities without compromising patient trust, product quality, or accountability.

Technology matters, but lasting value comes from opening markets, creating revenue, improving customer decisions, and leaving behind an organization that can continue delivering safely at scale.

Varis

B2B Marketplace & Shared Platform Engineering

Building the trust, identity, and delivery foundation for a new procurement marketplace

At Varis, I led product and platform engineering for Customer Enablement, a foundation of a new B2B procurement and procure-to-pay marketplace.

My teams owned customer onboarding, business verification, identity and access management, APIs, notifications, feature management, and analytics. These capabilities served buyers, suppliers, distributors, partners, and internal product teams across the marketplace.

The business challenge was straightforward: make it easier for legitimate buyers and suppliers to establish trust and begin transacting, while giving product teams common services they could reuse as the marketplace grew.

Business Impact

The work reduced operating costs, removed onboarding friction, and created a more scalable foundation for product growth:

Reduced business-verification cost by 50% by redesigning the vendor model and combining LexisNexis and Dun & Bradstreet services with open-source capabilities.
Preserved KYB/KYC, OFAC, and AML controls while lowering the cost of verifying customers and suppliers.
Replaced fragmented onboarding, identity, verification, notification, feature-management, and analytics functions with reusable platform services.
Established a federated identity and lifecycle-management model for buyers, suppliers, partners, and internal users.
Introduced cloud-native and event-driven engineering practices, including Kubernetes, microservices, CI/CD, feature flags, and canary releases.
Applied machine learning and real-time data to contract recommendations, forecasting, payment insights, due dates, penalties, promotions, and budget controls.
Gave product teams a safer way to test ideas, collect customer feedback, and release new functionality without exposing the entire marketplace to unnecessary risk.

Trusted Business Onboarding

For a B2B marketplace, onboarding is more than collecting company information. The platform must establish that a business is legitimate, identify potential financial or regulatory risk, and create a trustworthy relationship before transactions begin.

My team designed the business-verification workflow supporting Know Your Business and Know Your Customer requirements, Office of Foreign Assets Control screening, and Anti-Money Laundering controls.

We integrated with LexisNexis, Dun & Bradstreet, and other data providers to validate business identity, ownership, registration, and risk information. We also designed workflows for exceptions that could not be resolved automatically and required additional review.

The original vendor model was expensive and depended heavily on external services. We examined which capabilities needed commercial data, which could be supported through open-source technology, and where vendor services or commercial terms could be restructured.

That work reduced verification cost by 50% while maintaining the controls required to protect the marketplace. It also reinforced an approach I continue to use: buy specialized data when it creates real value, build reusable capabilities where the organization needs control, and continually review vendor economics as volume grows.

My team owned identity and access management for the Customer Enablement platform. We built a federated architecture that provided centralized authentication, secure API access, and consistent authorization across customer, supplier, distributor, partner, and internal services.

The architecture included:

ForgeRock: Served as the enterprise identity provider and OAuth 2.0/OpenID Connect authorization server.
Apache Syncope: Managed identity governance, provisioning, roles, access changes, and account lifecycle.
Gloo Edge: Operated as the API gateway, enforcing authentication, JWT validation, authorization policies, and rate limits.
OIDC and SAML: Supported single sign-on across marketplace applications and external partners.
OAuth 2.0 client credentials and JWTs: Secured service-to-service communication across APIs and microservices.

The primary identity flow was: Buyers, suppliers, and partners → ForgeRock → Gloo Edge → Marketplace microservices → Platform data stores

Apache Syncope governed user provisioning, role assignment, access changes, and account lifecycle across that flow.

This gave the marketplace a common security model instead of requiring every product team to build authentication and authorization independently. It also made it easier to onboard new applications and partners as the platform expanded.

Digital Health, SaMD & AI Platforms

Building regulated digital products that opened markets, created revenue, and improved diagnostic decision-making

At QuidelOrtho, I led software engineering for regulated digital health, Software as a Medical Device (SaMD), diagnostics, and applied AI products across AWS and Azure. I joined during the integration of Quidel and Ortho Clinical Diagnostics. My role included bringing engineering teams, cloud operations, and six strategic technology partners across eight programs onto a common architecture and delivery model. This gave Product, Medical, Quality, Regulatory, and Commercial leaders clearer ownership and better visibility into execution.

The portfolio included consumer mobile applications, disease-intelligence platforms, diagnostic imaging, laboratory integrations, instrument-management systems, and software supporting blood-transfusion safety. The work required us to balance product speed and commercial opportunity with verification, clinical evidence, cybersecurity, privacy, and regulatory controls.

Business Impact

The strongest results came from connecting engineering decisions with customer adoption, regulatory readiness, and commercial opportunity:

Supported a $500M+ consumer diagnostics portfolio through the QuickVue mobile and AWS platform. The user base grew by more than 50%, the application earned five-star app-store ratings, and customer NPS remained above 90.
Extended QuickVue with an in-app promotional capability that created a new commercial channel, anchored by an initial $10M agreement.
Opened European markets for antibody-identification software by leading engineering and EU IVDR certification across multiple countries.
Built disease-intelligence capabilities using worldwide instrument signals and insights from more than 30 million patient records to support laboratories, providers, and public-health organizations.
Advanced a diagnostic imaging model that achieved greater than 95% positive predictive value during validation.
Developed an Azure OpenAI physician copilot grounded in real-world healthcare data to help identify high-risk populations and support clinical decision-making.
Used product and usage analytics to reduce annual customer churn from more than 15% to under 2%, helping protect accounts with an estimated lifetime value of approximately $400,000 each.

QuickVue Mobile app for Android and iOS

QuickVue Mobile and AWS Platform

QuickVue is a mobile companion application that guides consumers through the use of at-home diagnostic tests.

I led engineering delivery, verification and validation, and partner execution for the React Native application across iOS and Android. The platform combined a simple consumer experience with the controls required for a regulated healthcare product.

Built the application and supporting AWS services to handle consumer-scale demand securely and reliably.
Protected personally identifiable and protected health information through HIPAA-aligned privacy and security controls.
Used Amplitude analytics to understand adoption, test completion, and product usage while maintaining appropriate data protections.
Integrated APHL reporting so qualifying diagnostic results could be transmitted to the CDC.
Led the engineering, testing, traceability, and documentation work required to support FDA 510(k) review.
Introduced an in-app promotional capability that allowed relevant healthcare content to be presented without interfering with test instructions or the regulated user journey.

The value of QuickVue went beyond releasing a mobile application. It gave QuidelOrtho a scalable digital connection to consumers, provided better product-usage insight, and opened an additional commercial channel.

This information helps customers:

Monitor disease prevalence and emerging regional patterns.
Anticipate assay and testing demand.
Plan inventory before localized outbreaks create shortages.
Support budget, revenue, and operational forecasting.
Give commercial and customer-facing teams a clearer view of market demand.

My teams used Azure-managed services, APIs, Cosmos DB, search capabilities, and visualization tools to assemble and analyze data from multiple sources. We combined geospatial dashboards with Azure OpenAI capabilities so users could explore disease patterns at national, state, county, and city levels and ask questions using a conversational interface.

We also developed an Azure OpenAI physician copilot grounded in real-world healthcare data. The objective was practical: help identify higher-risk populations, surface relevant clinical patterns, and give healthcare professionals better information without presenting generative AI as a substitute for clinical judgment.

Identity Management with ForgeRock

Shared Notification Platform

I also managed the team responsible for the marketplace notification platform. We created a reusable service for transactional and marketing communications using SparkPost.

The platform supported approximately 20 templates across the customer journey, including:

Order confirmations.
Shipment and delivery confirmations.
Order-status updates.
New-product announcements.
Abandoned-cart reminders.
Promotional and customer-engagement campaigns.
Communication preferences and unsubscribe workflows.

Instead of each product team creating its own email logic, templates, and vendor integration, teams could use a common platform with consistent branding, delivery controls, and customer-preference handling. This reduced duplicate engineering and made it easier to introduce new communications as marketplace workflows evolved.

Feature Management and Progressive Delivery

Data, Machine Learning and Procurement Intelligence

We applied machine learning and real-time data to several parts of the procurement lifecycle, supported by Kafka, Snowflake, APIs, and cloud-based analytics.

The capabilities included:

Contract and product recommendations.
Demand and spending forecasts.
Payment and cash-flow insights.
Due-date and obligation tracking.
Contract penalty identification.
Sales and promotional recommendations.
Budget tracking and variance visibility.
Service-level and business-performance indicators.

The goal was to make marketplace data useful in day-to-day procurement decisions. Rather than treating AI and analytics as separate demonstrations, we connected them to workflows where better recommendations, forecasts, and alerts could improve buyer and supplier decisions.

Cloud-Native Marketplace Foundation

Across Azure and AWS, we introduced cloud-native and event-driven practices using APIs, microservices, Kubernetes, Kafka, CI/CD, feature flags, and managed data services.

The technology choices supported a larger platform strategy:

Build shared capabilities once and make them available through well-defined APIs.
Reduce duplication across individual product teams.
Allow services to evolve without tightly coupling the entire marketplace.
Use event-driven integration where multiple systems need to respond to the same business activity.
Give teams a consistent path to build, test, release, and operate software.
Improve visibility into platform performance and customer behavior.

The result was a platform better prepared for additional products, partners, transaction volume, and customer growth.

What I Carry Forward

Varis shaped how I think about platform investment. A platform earns its value when it removes customer friction, reduces business cost, and helps product teams deliver faster without sacrificing security or control.

In a senior leadership role, I bring experience balancing build, buy, and partner decisions; improving vendor economics; creating secure shared services; and tying architecture choices to customer onboarding, operating cost, and growth. The lasting value at Varis was not one technology or individual service. It was a foundation that made trust easier to establish, common capabilities easier to reuse, and future marketplace products cheaper and less risky to build.

My platform organization built a feature-management capability using Split. The objective was to separate deployment from customer release so teams could deploy new functionality without immediately exposing it to every user. The platform supported:

Controlled release of features to selected customers or user groups.
Beta programs that gave product teams early customer feedback.
Percentage-based rollouts that gradually expanded access.
A/B testing for product and user-experience decisions.
Canary releases for monitoring production behavior before full deployment.
Demonstrations of new capabilities using production-ready code.
Feature lifecycle management so temporary flags did not become permanent technical debt.

This gave Product, Engineering, and Design teams a practical way to experiment, learn, and improve functionality while limiting customer and operational risk. It also changed the delivery conversation. A feature no longer had to be held outside production until every question was resolved. Teams could deploy safely, release selectively, observe actual behavior, and expand availability when the evidence supported it.

UKG/Ultimate Software -HCM

Modernizing the engineering foundation behind 50+ SaaS products and 3,000+ enterprise customers

DevSecOps and Continuous Delivery

At Ultimate Software and later UKG, I led cloud development and architecture for recruiting, employee onboarding, and learning platforms used by thousands of enterprise customers. I worked across more than 40 product teams to modernize a large private-cloud .NET estate and build the shared capabilities teams needed to develop, release, and operate software more reliably. The environment spanned company data centers, private and hybrid cloud, Azure, and GCP.

The objective was practical: lower engineering cost, accelerate customer onboarding and product delivery, reduce production disruption, and give teams greater ownership of their products.

Business Impact

The platform and operating-model changes delivered measurable results:

Created more than $20M in engineering efficiencies through GCP modernization, reusable infrastructure, lower-cost test environments, database snapshots, and a smaller operating-system footprint.
Reduced enterprise-customer onboarding time by 50% through platform simplification, migration automation, self-service tools, and stronger product integration.
Improved customer satisfaction by 20% by making onboarding, releases, and product operations more predictable.
Reduced customer-impacting incidents by 50% by establishing SRE, observability, Infrastructure as Code, disaster recovery, and reliability governance as shared practices.
Moved products from biannual releases to continuous delivery, reducing release cycles from weeks to hours.
Built migration, environment-cloning, observability, and event-streaming capabilities adopted across more than 40 product teams.
Expanded self-service beyond engineering to support sales demonstrations, customer training, and internal learning programs.

Cloud Platforms, Developer Experience & HCM Product Transformation

The existing product portfolio included mature applications with years of customer functionality and operational history. Replacing everything at once would have introduced more risk than value. We modernized in stages. Teams separated business capabilities from the monolith, introduced modular services and APIs, and moved suitable workloads from private-cloud environments into GCP. We also replaced individually managed technologies with managed services where doing so lowered operational burden and improved reliability.

This included:

Moving .NET applications toward .NET Core, modular monoliths, and microservices.
Replacing self-managed MongoDB with MongoDB Atlas.
Moving Elasticsearch workloads to Elastic Cloud.
Reducing reliance on individually maintained RabbitMQ, database, and search services.
Introducing reusable virtual-machine templates and database snapshots.
Standardizing infrastructure provisioning and environment configuration.
Creating common platform services that product teams could adopt without surrendering ownership of their applications.

The financial value came from simplifying the foundation and removing repeated engineering work. Those changes contributed to more than $20M in efficiencies while preparing the portfolio for faster product delivery.

Cloud and Engineering Platform Modernization

My development and SRE teams built delivery platforms for both legacy and modern applications. We did not force mature products and newer cloud-native services through the same pipeline. For legacy products, we created dynamic CI/CD pipelines using TeamCity and built Infrastructure-as-Code capabilities with Chef and internal compute and storage resource pools. For modern applications, we developed reusable, on-demand pipeline scaffolds using open-source Concourse. The pipeline components were loosely coupled and platform-independent, with supporting services written in Node.js, TypeScript, and Go. The delivery platform supported multiple languages and runtimes, independent product deployments, and coordinated releases involving several interconnected services.

Automated pipeline controls included:

Unit and test-driven development validation.
Behavior-driven testing using Jasmine and Cucumber.
Integration testing with NUnit.
Regression and end-to-end testing.
Static application security testing with SonarQube.
Software-composition and container-security testing using Black Duck, Clair, and Snyk.
Interactive and dynamic application security testing.
Application-performance monitoring through Dynatrace and Instana.
Automated deployment across development, test, sandbox, and production environments.
Documentation, logging, evidence collection, and audit support.

Teams could run full, partial, or change-based test suites depending on the application and scope of the release. This preserved appropriate quality and security controls without requiring every change to execute work unrelated to it.

The result was a move from delivery measured in days and weeks to delivery measured in minutes and hours. Product teams spent less time maintaining release mechanics and more time improving their products.

SRE, Observability and Operational Resilience

We established SRE and production reliability as shared engineering responsibilities across the portfolio. The operating model included:

Common service-health and reliability measures.
Production monitoring and alerting.
Infrastructure and application observability.
Capacity and performance analysis.
Incident review and corrective-action tracking.
Business continuity, disaster recovery, and failover planning.
Infrastructure as Code and repeatable recovery procedures.
Clearer ownership between product, platform, and operations teams.

We built business-continuity, disaster-recovery, and failover capabilities supporting more than 40 product teams across company data centers and cloud environments.

These practices helped reduce customer-impacting incidents by 50% and gave leaders a clearer view of product health, operational risk, and recovery readiness.

Shared Developer and Business Enablement Platforms

My teams built several named platform capabilities that were used across engineering, sales, marketing, and customer learning.

Migration as a Service

Migration as a Service provided a guided workflow for moving enterprise-customer data from multiple legacy stores into MongoDB and newer product environments.

The platform supported:

Customer-coordinated and scheduled migrations.
Full, partial, and real-time migration options.
Pause and resume capabilities.
Automated retries following recoverable failures.
ETL processing and data transformation.
Pre-migration and post-migration validation.
Testing designed to identify data issues before customer cutover.

This reduced manual migration effort, made onboarding more repeatable, and contributed to a 50% reduction in enterprise-customer onboarding time.

CloneWars

CloneWars allowed teams to create fit-for-purpose copies of application environments and data.

Engineering teams used it to reproduce issues and test changes. Sales teams used cloned environments to demonstrate products and newly acquired capabilities with data relevant to prospective customers. Learning teams used it to create instructor and student environments based on course rosters, products, and training schedules.

One shared capability supported three different business needs: faster engineering validation, stronger product demonstrations, and scalable hands-on customer education.

BirdsEye Observability

BirdsEye provided a common view of infrastructure and application performance across products. The platform used Grafana for visualization and InfluxDB for time-series availability and uptime data.

It gave engineering and operations teams a consistent way to monitor compute, storage, application behavior, service availability, and product health.

Surge Event Platform

Surge provided reusable Kafka APIs for event-driven applications. The platform used the Command Query Responsibility Segregation pattern to separate command and query workloads and support large data volumes with multiple producers and consumers.

This allowed product teams to adopt event-driven architecture without independently building and operating the same Kafka integration patterns.

Recruiting Product Modernization

Alongside the shared platform work, I led modernization and product development for enterprise recruiting capabilities.

Candidate Cultivation

Candidate Cultivation helped recruiters identify and maintain relationships with qualified candidates before a matching position became available.

Recruiters could organize prospects, monitor candidate interest, share information with hiring managers, and create a ready pipeline for future requisitions. This helped reduce the time lost when recruiting starts only after a position opens.

Interview Scheduling

We designed an interview-scheduling capability that reduced the back-and-forth among recruiters, candidates, hiring managers, and interview teams.

The solution integrated Outlook and Gmail calendars through Cronofy, allowing recruiters to identify availability and schedule interviews without repeated manual coordination. This removed friction from the candidate experience and helped shorten time to hire.

Campaign Management

Campaign Management allowed recruiters to build email campaigns from reusable templates and reach selected candidate groups for hiring events, hard-to-fill roles, and ongoing engagement programs.

Recruiting Platform Modernization

We progressively decomposed the recruiting monolith into modular components and microservices, moved applications from .NET to .NET Core, and transitioned suitable workloads from private cloud to GCP.

We also moved individually managed data, messaging, and search services toward managed platforms, including MongoDB Atlas and Elastic Cloud. This reduced infrastructure work and gave product teams a more consistent foundation for future development.

Employee Onboarding Products

My teams also developed capabilities supporting the employee journey after a candidate accepts an offer.

Compliance-task automation: Automated W-4, I-9, and other forms based on employment type, location, and organizational requirements.
Payroll, HR, and benefits integration: Connected onboarding with payroll, direct deposit, organizational assignment, health insurance, life insurance, retirement plans, and supplementary benefits.
Multi-Hire and Multi-Site: Supported organizations with multiple companies, business units, and locations, allowing onboarding requirements to be configured by country, state, city, ZIP code, role, and employment type.

These capabilities made onboarding a connected business workflow instead of a collection of disconnected forms and manual handoffs.

Learning Platform Integration

We partnered with Schoox to develop custom learning capabilities and integrations.

The work connected employee and organizational data with course assignment, instructor environments, student access, and hands-on training. Together with CloneWars, it allowed learning teams to create product-specific environments for instructors and students without depending on engineering teams for every class.

What I Carry Forward

UKG shaped how I approach platform engineering at scale. The platform team must understand what product teams, customers, sales, operations, and learning organizations are trying to accomplish. Shared technology creates value only when it makes those outcomes easier to achieve.

In a senior leadership role, I bring experience modernizing large product portfolios, building developer platforms, improving cloud economics, establishing SRE and DevSecOps practices, and moving teams toward continuous delivery without destabilizing mature products.

The lasting result was more than a cloud migration. We gave more than 40 product teams a common engineering foundation, reduced cost and operational risk, and made it easier for teams to onboard customers, release improvements, and operate their products with greater independence.