What that looks like today
In my current role, I lead concurrent technical programs across engineering, security, DevOps, documentation and client stakeholders. The work involves turning requirements into milestones, making dependencies and blockers visible, coordinating capacity, and keeping technical progress connected to the outcome the program is trying to achieve.
That includes large-scale CI/CD initiatives, security and compliance work, cloud programs and audit readiness. I’ve learned that the PM’s value is often in connecting pieces that otherwise look unrelated — a technical decision here, a testing dependency there, a security requirement somewhere else.
What I’m curious about now
My current learning focus is increasingly around AI-enabled products: generative AI, AI orchestration and agentic workflows, data quality and evaluation, data governance, responsible AI and the program-management questions that come with them.
I’m interested in the space between technical depth and program leadership — understanding enough to participate meaningfully in the conversation while keeping sight of delivery, users and outcomes.
Why I write
Technology becomes harder to manage when the people responsible for delivery can't see what is happening underneath the feature or milestone.
That is why I created Tech Without the Jargon: a series for people who lead technology without necessarily building every component themselves. Each piece starts with an everyday software experience and works backwards to the systems, handoffs and dependencies underneath it.
Explore Tech Without the Jargon →Still learning. Still asking questions.
I don't think a PM needs to know everything. I do think a strong technical PM should be comfortable saying, “I don't understand that yet. Walk me through it.”