For the past couple of years, I haven’t written much publicly.

That wasn’t accidental. My focus was on leading complex technical programs —  platform migrations and integrations, post-acquisition system alignment, and large cross-functional initiatives where the margin for error is small and the stakes are high.

Those kinds of programs demand attention. They also leave little room for stepping back and articulating what’s being learned in the process – outside of the official retrospective, that is.

Recently, I’ve felt the need to change that. 

I’m writing again because complex technical execution deserves clearer thinking.

Over the years, I’ve seen that many delivery problems are not schedule problems. They’re dependency visibility problems. Or sequencing problems. Or unclear ownership across systems that evolved faster than their documentation.

I’ve also seen that technical program management — when done well — is less about tracking tasks and more about building structural clarity across engineering, product, and operations.

That’s the kind of work I’m interested in exploring here.

Going forward, I’ll be writing about topics such as:

• Recovering high-risk enterprise programs
• Turning business strategy into executable technical roadmaps
• Designing dependency models across distributed teams
• System migration sequencing
• Post-acquisition system integration
• Practical and realistic applications of AI inside existing operational systems

My goal is simple: to think out loud in a structured way about large-scale technical execution — what works, what fails, and why.

If you work in engineering leadership, product, or technical program management, I hope some of this is useful.

More to come.