Enterprise Product Development
AI/ML and Generative AI Solutions
Technology Delivery · Operations · Program Recovery
When Trust, Delivery, and Outcomes Are on the Line
I bring 19 years of technology delivery and operations experience to initiatives that need clearer ownership, stronger execution, or recovery under pressure. My background includes Amdocs, T-Mobile US, JRS Innovation, healthcare technology and independent advisory work.
Honest assessment. Practical leadership. Serious execution.
19 yearsTechnology delivery and operations since July 2007
Amdocs · TMUSTechnical, Scrum and management progression
IndonesiaAt-risk delivery recovered with the JRS team
125+Professionals trained across four countries
Core capabilities
Three capabilities I bring to the work.
AI-Augmented Agile/SAFe
Delivery & Transformation
Production Readiness
Release Management & Technology Operations
Where should you start?
Choose the situation closest to yours.
You do not need to diagnose the engagement model before reaching out. These four routes simply take you to the most relevant place.
01
Build something important
02
A new capability, program, team, or operating model needs a disciplined start.
Restore control
03
Delivery, operations, quality, or stakeholder confidence is already under pressure.
Change how work gets done
04
The current model is not producing the outcomes leadership expected.
Deliver a critical commitment
A visible outcome must move from intent to dependable execution.
One engagement story
How my role grew as a T-Mobile US delivery capability scaled.
I joined the initial Amdocs group as Scrum Master. After repeated client deliveries, the engagement added teams and Scrum Masters; I progressed to Senior Scrum Master, introduced SAFe practices, and was later promoted to Manager. The scale and commercial results belong to the wider client, management and delivery team—not to one person.
Read the executive storyTeam scale6 → 100+Wider engagement across about eight teams
LaunchesDozensPrepaid and postpaid
Accuracy≈60% → 99.9992%Promotion processing within one year
My progressionSM → ManagerRole expanded with delivery trust
The visible problem may be delivery. The deeper issue is often trust.
Independent perspective
“Always looking out for the best interests of his employees and looking for win-wins between the delivery organization and the client.”
Brian Rawls-McQuillan
AI Product & Systems Leader · Client counterpart
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A practical starting point
Start with the situation and what is at stake.
A few honest lines are enough. I will first understand the context, the outcome you need to protect, and whether my experience can genuinely help.