I run projects intechtechfrom idea to launch.

The problem. Forest management plans moved through a slow, paper-era approval process. When a plan missed its window, the preventive work it authorised did not happen - and the cost of that delay is measured in wildfires, not in missed deadlines. On top of that: coordination across multiple agencies, a hybrid Fixed Price / T&M commercial model, and a three-year timeline where slippage carried formal consequences.

What I did. Owned scope, budget, timeline and risk end to end for three years. Scaled the team to 30 people at peak. Ran delivery across agencies and contractors while keeping the commercial model intact.

One module of the platform was dedicated to AI. We built a retrieval system over roughly 150,000 forest service documents that did three jobs: it normalised document formats that had drifted apart over decades; it resolved the dependency web between forms, so a single action that required six interlocking documents could be completed in one pass instead of six separate ones; and it pre-filled fields from what the documents already knew - a tree removal form could offer the species actually present in that forest as a dropdown, instead of a blank field and a trip to the archive.

The problem. A stability issue in the flagship product had gone unresolved for three months. No product priorities, no roadmap.

What I did. Introduced delivery processes, standards and leadership. Applied stability-audit - an architectural audit tool I built and open-sourced myself - to produce a root-cause engineering report on the failing system. Established product priorities and shaped them into a roadmap. Drove AI adoption across the engineering team and the wider organisation, moving people from ad-hoc use toward structured, high-leverage use.

The problem. No shared delivery standards. Escalations arrived unplanned. Estimation was ad hoc and inconsistent across teams, and nobody had a view of the portfolio as a whole.

What I did. Owned delivery across the portfolio - scope, budget, timeline and quality on more than twelve projects running at the same time. Led the project management function: hired, managed and developed six project managers. Designed the project management flow and the portfolio management flow the company still uses, along with a company-wide risk framework. Served as primary client partner for key accounts, shaping roadmaps directly with founders and CTOs, including Y Combinator-backed clients.

The problem. Product direction unvalidated, rework high.

What I did. Led the end-to-end e-commerce product lifecycle from discovery to roadmap. Ran 20+ user interviews and A/B tests to validate direction before committing engineering time.