I joined to modernize a 25-year-old founder-led information services business into an AI-driven platform. The company had been in maintenance mode of legacy products for years. I got the engineering team shipping again with agile practices, language models, and CI/CD. We benchmarked our DevOps and agentic coding against peer companies of similar size and age and came out at the top of the cohort. I made the case to acquire WideNarrow, unifying its insights engine with Infodesk's data platform and migrating clients to a consolidated product. I rebuilt the data provider integration hub so new sources could plug in without custom work. The first new product is a regulatory workflow application that turns health authority updates into structured cases and tasks. That's the product driving growth now. I lead 50 people across engineering, data science, product, and UX.
Infodesk
At Infodesk I build regulatory intelligence software for life sciences - the rules companies have to follow when they make drugs and medical devices. The rules change constantly. The sources are messy and contradict each other.
Lean 4
I write Lean 4 in the evenings. It's a proof assistant - you can't hand-wave, every step has to typecheck.
AI work
AI inference engineering - getting models to run fast and cheap on real workloads. Synthetic data generation for domains where labeled data is thin or restricted: quality through LLM-judge rubrics and programmatic verifiers, coverage through MAP-Elites quality-diversity search, embedding-space deduplication, and adversarial hard-case mining. Each example logs which model, prompts, and filters produced it. Small-model domain training: narrow models trained on focused data that hit production quality at a fraction of the inference cost. Also torch-dfo, a derivative-free optimization library for PyTorch.
Ill-structured domains
Regulatory intelligence is what Spiro and colleagues called an ill-structured domain: no stable taxonomy, no single right answer. The product has to show where every claim came from, flag when sources contradict each other, and trace every conclusion back to the rule and the case facts that produced it.
I also write libraries when the existing ones assume too much: weft, a UI system for Gleam; tywrap, a TypeScript-to-Python type bridge; a graph database in Rust I'm not done with.
Coordination
Coase asked why firms exist at all and gave a structural answer: a firm is where coordinating internally is cheaper than coordinating through markets. Org charts draw that line. It moves when some of the agents on either side aren't human, which is what I'm working on at Infodesk.
Music
I compose and play guitar, lap steel, and dobro. Mostly prog and art rock - long forms, odd meters, heavy on texture. I play local shows when I can.
Career
At a mobile app market data and analytics platform with 200k+ monthly active users, I was Principal Product Manager for the frontend. I redesigned the application around self-service analytics, lifting adoption 25% and session frequency 30%. I then led Labs as Senior Manager. Apple's IDFA restrictions and Google's GAID deprecation had gutted the industry's assumption that you could track users across apps. Most companies were trying to reconstruct the old tracking model. We built an audience targeting product that used machine learning on cross-app usage patterns to infer intent. No device identifiers at all. We cut time-to-market roughly 40%.
At Asentinel, a telecom expense management provider, I led product marketing, digital marketing, and CRM as Director of Product Marketing. The pipeline was cold outreach and nothing else. I built demand generation and a repeatable go-to-market across the sales teams. MQL-attributed deals went from zero to 80% in nine months. ARR grew 25% year-over-year. Asentinel then acquired Tangoe, a company roughly 10X its size, through a leveraged buyout. Tangoe was a distressed acquisition. I moved into Director of Product Management and that meant integrating 400+ developers across three regions and consolidating overlapping product lines. I cut roughly 30% of redundant tools and processes. The biggest gap was post-sale: customers bought complex telecom management software and then couldn't use it. I built Tangoe Learn, the company's first digital education platform. It replaced expensive on-site training with separate tracks for internal teams and clients. Accounts that learned the platform used more of it and renewed at higher tiers.
I started as an intern and rose to Senior Engineering Advisor. When I arrived the development culture was ad hoc. Servers lived under desks and provisioning took weeks. I introduced server virtualization and private cloud standards that cut provisioning to hours and saved tens of millions in infrastructure costs. I pushed open source middleware replacements through an enterprise deep in proprietary vendor contracts. I led PCI-DSS and SOX compliance and deployed the first digital board management system for the board of directors. I was on the CIO's communications team and wrote his board presentations and outside articles. Later I moved into product management and built cart-abandonment remarketing for the online shipping business. International shipping forms were the biggest drop-off point. The remarketing added millions in shipping revenue.
B.S. Applied Mathematics, M.S. Finance, Indiana University.