Managed managers (five directs, total team of ~25-30 engineers) across some of Condé's flagship publications; Bon Appétit, Traveler, Epicurious, The New Yorker, and Vanity Fair.
Earned the trust and respect of my stakeholders through effective staffing (a team of 4-7), prioritizing tasks that positively impacted readers, and then achieving Vanity Fair’s digital objectives.
Led a team of three-to-five developers and rebuilt morale during a difficult leadership transition and major product pivot.
Worked directly with the CEO after a company pivot to build a new engineering team while also stabilizing early product roadmap.
Contributed to the architecture, development, and maintenance of several high-stakes web properties.
Thanks to some quick thinking and ingenuity from my team, we were able quickly repurpose existing site-functionality to take advantage of an influx of traffic which resulted in a 100-fold increase in VF's subscriptions - netting the magazine more than a million dollars.
Condé Nast’s Technology team was faced with a challenge: over 20 different brands were using different systems, tech stacks, and programming languages - a situation that strained the IT teams, both culturally and technically.
Asked to weigh in with his expert opinion, Vanity Fair’s director of engineering Matthew Hudson blamed the issue on “plain ol’ shoddy coding.”
A simple guide to the wonders git hooks.