State and local public technology, from inside government outward.

I’m looking for engineering leadership in state or local government, civic infrastructure, or a mission-forward public-interest organization. The strongest fit combines accountable delivery, data interoperability, accessibility, and teams that stay close to the residents and public servants using what they build.

I want organizational scope without losing the technical thread: growing leaders, setting architecture, testing hard claims, and writing code when it is the clearest way to move the work forward. I am not considering federal contracting roles.

See how to contact me →

I learned public technology from inside California government: social-services registries and caregiver background-check systems at the Department of Social Services, regulatory energy submissions and certification data at the Energy Commission, and licensing and claims systems at the Public Utilities Commission.

That work still sets my product rules: collect less, design for accessibility, expose sources and limits, preserve a correction path, and keep a person responsible for consequential judgments.

Read about my energy work →

On MyCareer.NJ.gov, I led engineering within a larger government, research, design, product, and delivery partnership from an early prototype to a bilingual statewide service, while remaining the primary engineer across three production codebases. The service recorded 1.8 million active users since December 2023.

I built a decision-evidence path from O*NET and CareerOneStop occupation data to program-level consumer report cards using data collected from Rutgers’ Heldrich Center for Workforce Development. I led Credential Engine and CTDL interoperability so public workforce records could move across systems, including service on a Credential Engine advisory group.

I made accessibility, security, and bilingual parity part of the release path, shipped shared responsible-AI controls, and built an unlaunched career-coach proof of concept. The platform served residents; the safety foundation shipped; the coach remained behind the pilot gate.

Read the MyCareer.NJ.gov case study →

Independently, I apply those rules across a published Transit Operational Data Standard validator and the live GTFS Scorecard service for transit data, Permit Bearings for source-linked housing-permit orientation, Habitable for local-first tenant evidence, and ExitDrill for structural portability at system exit.

The transit tools are shipped public artifacts; Permit Bearings is a deployed but externally unvalidated prototype, Habitable is an alpha with synthetic examples, and ExitDrill tests synthetic recoverability—not operational equivalence or migration readiness.

Across them, accessibility, provenance, privacy, and portability are product requirements; where AI appears, so are grounding, evaluation, refusal, and an accountable human boundary.

See the work and its evidence boundaries →

Most recently, as Senior Director of Engineering at Coforma, I led a 22-person reporting structure with five direct reports, including three Directors. Across that structure, nine engineers were promoted, including four to Director or Principal.

I also led engineering business development, solution architecture, and delivery behind more than $100 million in awarded prime federal contracts. That is evidence of delivery scale, not the work I am seeking next. The work was collective; my job was to grow leaders, make technical choices accountable, and keep delivery from depending on one heroic engineer.

See public coverage of the work →

I owned Coforma’s company-wide healthcare engineering portfolio. That included engineering ownership of CMS’s open-source Medicaid and CHIP reporting suite, oversight of Medicaid Drug Programs—where a partner’s technical leads ran implementation—and leadership of the firm’s FHIR and health-data-interoperability specialization.

The reporting-suite team also took a new CMS Rural Health Transformation application from zero to first production in about eight weeks. The features belonged to the teams that built them; I set portfolio direction, engineering standards, and the conditions for delivery.

Read about the health portfolio →