From first IT hire to staff at scale.

At Litmus I built the function. At Thumbtack I stress tested it. 1000+ employees, mature platform teams, TPM orgs, real organizational complexity across Engineering, GTM, and People. What I learned was which parts of the operating model I'd built actually held at scale and which assumptions only work when you're the one who built everything from scratch.

My focus sat at the seam between identity, automation, and AI: keeping Okta, Workday, Google Workspace, Slack, and Atlassian coherent under load, and putting governed AI tooling in front of the people who could actually use it. ChatGPT Enterprise, Claude, Gemini, with Credal as the gateway. Policy, model selection, and usage telemetry wired in from day one.

The pattern I kept coming back to was paved roads. When engineers can self-serve through a system that already handles approvals and audit, IT stops being the bottleneck and the controls get tighter, not looser. That's the operating model I'm carrying into whatever comes next.

By 2022, Litmus had grown into a real SaaS business with enterprise customers asking enterprise questions. The role expanded to match: I picked up Information Security alongside IT and started owning the trust posture customers were buying into.

The work that mattered most wasn't a single project, it was wiring trust into the company's revenue motion. A self-serve trust center, continuous SOC 2 evidence on Vanta, vendor risk that lived in procurement instead of a side process. Inbound security questionnaires dropped by roughly 40%, and the deals that depended on a clean answer started closing faster.

I also learned where IT and Security genuinely conflict and where that conflict is a story we tell ourselves. Most of the time, the right architecture serves both. The job is to find it and ship it.

In 2025, I owned the IT and Security diligence work that carried Litmus through its exit. Data room, evidence, control narratives, buyer-side technical reviews. The trust infrastructure I'd been building for years had to hold up under acquirer scrutiny, and it did.

Litmus went fully remote before remote was a default, and the IT function had to follow. I rebuilt the foundations around identity-first architecture: UKG Pro feeding Okta, Okta feeding everything else, devices managed by Jamf and Intune from anywhere in the country.

The bar I set early was that hiring someone shouldn't require a human to click through ten admin consoles. Lifecycle automation handled the boring parts; SOC 2 Type II and Microsoft DPR audits passed with zero findings because the evidence was already there.

This is the chapter that taught me the operating model I still use: identity is the platform, automation is the leverage, and the team's job is to make the safe path the easy path.

I joined Litmus as the first dedicated IT person. There a very limited IT function. There was a wiki, a Google Workspace admin, LDAP, and a backlog of asks the engineering team had been absorbing.

I deployed Okta SSO, integrated more than a hundred SaaS apps, and put real device management in place across macOS and Windows. The systems I built in this stretch ran for years afterward, which is the test I care about: did the thing you shipped still hold up after you moved on.

Engageware was the first time I owned an IT function end-to-end. The work was less greenfield and more renovation: standardizing provisioning on Okta and Active Directory, migrating email to Microsoft 365, putting an actual ITSM in place where there had been nothing previously.

It's the chapter that taught me how to modernize without breaking things people depend on every day.

A year in enterprise field support: 300+ users, 400+ devices, executive A/V, and a Windows XP-to-7 migration across 150 systems. Different from SaaS, and useful in a way I didn't appreciate at the time. You learn very quickly how brittle real environments are when you're the person physically standing in front of the broken thing.

Five years of Tier 2 support at Tufts: Windows, macOS, mobile, classroom A/V, and a campus-wide Exchange 2010 migration that taught me how high-volume environments actually behave. This is the chapter that turned me into someone who genuinely likes solving the boring problems well.