I lead engineering at Berry Street, where we build technology that connects patients with registered dietitians. After nearly seven years in digital health, one thing’s clear: the most interesting problems—and the most important ones—live at the messy intersection of human systems and technical systems.
Before Berry Street, I helped scale teams and technology through hyper-growth. Along the way, I learned that tools are only as effective as the people using them. That belief shapes everything I do—whether I’m designing system architecture, structuring a team, or exploring how AI can make healthcare more human, not less.
Influences
- Jerry Colonna , whom I’ve never met, taught me that leadership starts with self-awareness.
- Derek Rutter showed me that the best answer is a better question.
- Gil Shklarski reminded me that scaling an organization is more about trust than it is about tech.
Philosophy
Great engineering teams run on three things: deep technical skill, clear communication, and genuine care for the problem. Technology should be leverage, not the destination. The real win isn’t shipping code—it’s making a meaningful difference for the humans on the other side of the screen.
Outside of work, I’m often thinking about macro trends and their second-order effects. How will AI change how we think about expertise? How do we keep human agency alive in increasingly automated systems? These aren’t just tech questions—they’re questions about the kind of future we’re building together.