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Tech Chief of Staff
Where Strategy Meets Technical Delivery
Much of what I do starts with noticing. A decision that is quietly not being made. Product and Engineering leaving the same meeting with different versions of what happens next. A handoff nobody owns. A “small change” that is actually six dependencies waiting to surface.
My role is to catch those gaps before they become delivery problems, make ownership and dependencies explicit, and turn leadership priorities into work that Product, Engineering, Operations, and commercial teams can execute together.
At ColdTrack, that meant leading 15 client migrations off legacy systems, rebuilding QA and release operations with AI-powered test automation and reducing defects by 95%, holding go/no-go authority on releases, and embedding EOS operating rhythms with the CEO. In a fractional COO and Chief of Staff role, it meant repositioning go-to-market around the customer who was actually buying.
The Chief of Staff as strategic connective tissue in high-velocity organizations.
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