I started my career building websites when the web was still taking shape. There weren’t clear distinctions between frontend, backend, infrastructure, or product. You built what needed to be built, optimized it for limited hardware and bandwidth, and learned through doing. That early environment forced me to understand systems from the inside out rather than rely on abstractions.
At IKANO and later at Clear Channel Communications, I worked on high-traffic media properties where digital platforms directly supported revenue and operations. The work required integrating content feeds, advertising systems, and performance constraints into something reliable and scalable. It was my first exposure to how digital systems tie directly to business outcomes and operational reality.
During that same period, I taught web development at Salt Lake Community College. Teaching forced me to slow down and understand not just how something worked, but why. That habit of digging into fundamentals has stayed with me and continues to shape how I evaluate architecture, tradeoffs, and long-term maintainability.
At HyperX, I began combining UX with hands-on engineering in a marketing-driven environment. We weren’t building websites for aesthetics; we were building measurable systems. Analytics, A/B testing, and behavioral data became part of the workflow. I learned how to connect user experience directly to business performance, and how to design systems that could be measured, improved, and defended.
As my responsibilities grew, I moved into larger delivery leadership roles. I grew into the CTO position at Riser, where we delivered enterprise-scale platforms for brands including Pepsi, Nike, Google, Disney, NBC, National Geographic, Fox, and HBO. The team was relatively small, but expectations were high. I was responsible for technical strategy, architecture oversight, scope alignment, budget modeling, and delivery discipline across multiple concurrent initiatives. That experience shaped how I think about structured execution: reduce ambiguity early, align stakeholders clearly, and design systems that can handle public visibility without fragility.
At Spera, I led product development for a gig-economy platform from early prototypes through MVP and production releases. Startup timelines leave little room for abstraction. I translated research into roadmaps, coordinated engineering delivery, and navigated security-sensitive decisions around payments and compliance. It reinforced something that has stayed consistent throughout my career: speed is important, but system integrity and clarity matter more.
Today, I lead digital platforms at Hoopes Vision, where my work sits between marketing, patient experience, and operations. I own the lifecycle of patient-facing web systems, design internal workflow and reporting tools, and prototype operational platforms that reduce friction and improve visibility across departments. Much of the work involves integrating fragmented systems so teams can make better decisions with shared context.
In parallel, I serve as fractional CTO for a sports technology company, guiding architecture and delivery across SaaS, analytics, and operational platforms used by collegiate and professional organizations. My role focuses on sequencing, tradeoffs, and maintaining system integrity as products evolve.
Across each chapter of my career, the throughline has been consistent: build systems that work in the real world, earn trust through disciplined execution, and make thoughtful tradeoffs rather than chasing novelty.