CTO · Technology & Engineering Transformation Executive
Turn technology complexity into business advantage.
A technology executive who modernizes platforms, builds high-performing engineering organizations, and puts AI to work, connecting strategy, architecture, people, and execution to measurable business outcomes.
Leadership record
- The Walt Disney CompanyExecutive Director of Engineering · 12 years across consumer streaming, live sports and data platforms
- 20+ yearsProduct engineering, enterprise architecture, data and applied AI
- UCLA Anderson MBA · 2 US patentsExecutive MBA; MS Engineering Management; BS Computer Science
The challenge
Technology should enable growth, not become the bottleneck.
These problems are rarely solved by new tools alone. They need coordinated change across strategy, architecture, organization, and execution, led by someone accountable for all four.
Fragmented platforms
Duplicated stacks per product or business unit, each with its own cost, team and failure modes.
Slowing delivery
Headcount grows while throughput stalls; ownership and quality are unclear.
Rising run costs
Technology spend that tracks complexity rather than business value.
AI without impact
Pilots and licenses, but no change to how work, decisions or software delivery actually happen.
Leadership focus
Technology leadership, measured in business outcomes.
The areas I’ve owned as one integrated executive mandate, from capital allocation to code in production.
01
Technology Strategy & Investment
CTO-level strategy, multi-year roadmaps and capital allocation tied to time-to-market, reuse and business value.
02
Platform & Engineering Transformation
Replace duplicated legacy stacks with modular shared services, and re-shape teams around clear platform and product ownership.
03
AI Operating Model
Redesign how people, process, data and decisions work with AI, with governance, evaluation and human review built in.
04
Agentic Automation
Intelligent workflows connecting AI agents, enterprise systems and human oversight, scoped to a real business case first.
05
AI-Native Software Delivery
Tool selection, SDLC redesign, quality controls, engineer enablement and adoption measures that show real velocity gains.
06
Data Platforms & Real-Time Systems
Event-driven pipelines, shared models and instrumentation that power analytics, personalization and decisioning at scale.
How I lead
A disciplined path from diagnosis to durable capability.
1 · Diagnose
Find where value leaks
Assess architecture, spend, team structure, delivery flow and AI readiness against the business strategy.
2 · Design
Set the target state
Define platform architecture, operating model, investment roadmap and the few metrics that matter.
3 · Deliver
Prove it in production
Lead the first high-value moves with the team: pilots that reach production, not slideware.
4 · Embed
Make it last
Institutionalize ownership, OKRs, quality automation and observability so gains compound and outlast any single leader.
Selected impact
Transformation with results you can measure.
Platform transformation
~50%
Lower technology run costs in scope
From fragmented stacks to shared platforms
Consolidated four independent product platforms into modular, event-driven shared services with clear ownership and governance.
Engineering excellence
60%
Shorter development cycle · 80% test coverage
From delivery friction to execution velocity
Established build-and-run DevOps ownership, CI/CD, testing standards and observability; grew the team from 4 to 20+ engineers.
Applied AI
70%
Cost savings on the automated workflow
From AI opportunity to operating leverage
Identified an expensive workflow, selected the LLM approach, and led design, model evaluations, human-review gates and production monitoring.
Organizational transformation
120+
Technologists led, including vendors
Growth without proportional hiring
Reorganized siloed product teams into shared platform, data, architecture and DevOps capabilities with lean product-aligned teams.
M&A integration
Months
Not years, to integrate acquired brands
Acquired brands onto common platforms
Brought products from newly acquired brands onto shared streaming and platform services instead of maintaining parallel technology.
Scale delivered
300M+
Monthly users across the streaming ecosystem
Insights
Perspectives on technology leadership and AI.
About
A strategy-to-execution technology executive.
I transform complex technology environments into high-performing engineering organizations and scalable product platforms that accelerate innovation, create operating leverage, and unlock growth.
For 20+ years, I’ve led product engineering, technology modernization, data, and AI initiatives, connecting business strategy with architecture, organizational leadership, investment, and execution. Today, I’m extending that experience into AI-driven transformation.
- Engineering & Technology Executive · Everforth / Apex Systems2026 – Present
- Executive Director of Engineering · The Walt Disney Company2021 – 2025
- Director of Engineering, Streaming & Consumer Platforms · Disney2013 – 2021
- VP, Software Engineering · Nations Info Corp2009 – 2013
- Earlier · Technicolor, Northrop Grumman, Cortical X (co-founder)2001 – 2008
- Executive MBA (Honors), UCLA Anderson
- MS Engineering Management, CSUN
- BS Computer Science, CSUN
- 2 US patent publications
Let's connect
Always open to a good conversation.
On technology leadership, platform and engineering transformation, or putting AI to work in the enterprise.