I partner with founders who've outgrown duct-tape systems.
Twelve years in — I came up through IT, then backend development, then DevOps. I've spent them building the technical side of companies I don't own, so their founders can stay focused on the parts only they can do.
Twelve years of building, mostly quiet.
I started in IT, moved into backend development, then DevOps — the unglamorous work of making sure systems actually stay up. Somewhere in there I stopped waiting to be hired and started building for founders directly.
LCube Studios came out of that: an outsourced CTO with the engineering team already in place, so a founder with traction doesn't have to choose between hiring too early and staying stuck.
The work speaks. I don't have to.
The work speaks. I don't have to.
Not a resume. A track record.
Three things I actually do, and the numbers behind them.
0101Cloud architecture & migration
Consolidated a healthcare platform's fragmented infrastructure onto AWS — with monitoring and recovery built in from the start, and no downtime on the underlying applications during the migration.
The migration is the part that has a name. What mattered was what outlived it — containers, an automated pipeline, instant rollback, a multi-region recovery plan — so the next release stays boring on purpose.
0202Systems for lean, high-volume teams
Automated the manual asset-management workflow for a healthcare union representing 450,000+ members.
A team that size can't out-work 450,000 members, so the point was never to answer faster. It was to make the same problem stop coming back — one asset workflow automated, one support playbook standardized, one Office 365 rollout run end to end, and the people trained directly so the fix held after I left.
0303Outsourced CTO partnership
Running technical operations end-to-end at LCube Studios since 2021, for founders who don't have an in-house team yet — most recently taking a Kaplan platform's deployment downtime to zero.
It's the outsourced-CTO model with the engineering team already in place. A founder with traction gets the technical side handled — without hiring a department too early, or staying stuck for the lack of one.
Three systems, three different constraints.
Each needed a different kind of discipline. Here's what actually shipped.
01The platform ran on manual deployments, and every release risked taking it down. Owning cloudops, devops, and secops end to end, we consolidated and hardened a ~$30K/month AWS infrastructure — containerized the platform, automated the pipeline, and added instant rollback with a multi-region recovery plan. Monitoring, alarms, and recovery windows were built in from the start, not bolted on, so it ran 24/7. We rebuilt the case-authoring workflow that had capped the team at one or two new cases a month, then kept shipping new products on top — with a team deep enough to run all of it and still support other companies at the same time.
- monthly case-creation output
- 3x
- reduction in deployment downtime
- 100%
02They came to us mid-rebrand, alongside Work & Co. and Microsoft. We started with brand implementation and stayed for the systems: a custom CMS and organization dashboard, automated reporting that went from hours to seconds, and a platform kept current through a full Nuxt 2-to-4 upgrade. The lasting asset is the curated database itself — the largest verified index of Black-led nonprofits in the country.
- approved Black-led organizations, across all 50 states
- 2,217
- email open rate
- 37–38%
03A lean IT team carrying an enormous membership, where one unaddressed problem multiplies fast. I ran front-line IT support and turned the recurring work into systems: automated the asset-management workflow that had been tracked by hand, and standardized the support playbook so the same problems stopped coming back. I led the organization's Office 365 rollout end to end, then trained staff directly — so the fixes held after I moved on, instead of resurfacing as the next ticket.
- members behind the systems
- 450,000+
None of these get resolved. That's the point.
Modern systems and old values don't cancel each other out. Neither do growth and restraint. I work in the space between.
Modern systems
Old valuesThe newest tools, put to work protecting the oldest values.
Technology
HumanityAutomate the work, so people can do the parts only people can.
Growth
RestraintGrow what's ready. For the rest — not no, just not yet.
Visibility
ServiceLet the work be seen. Never performed.
I write about how the systems actually get built.
No pitch, no lead magnet — just the record, as it happens.
