L0 — Executive view
Twenty years, five eras, pulled straight from the source spreadsheet.
Slide the year rail on the left to move through the timeline. Each era includes one STAR example of how a specific problem got solved.
Founder & Principal Consultant
Founded Straventis Advisory Group as an independent execution and program governance practice, taking on a 4-vendor healthcare delivery engagement for Ascension Health alongside building ContentIQ, a self-directed content analytics product shipped end-to-end from parser to public beta.
- At-risk program restored to 95% on-time delivery in a 6-week cadence
- Engagement extended into a $3M contract
- ContentIQ shipped as a live public beta product
Signature project: Particleblack/Ascension DFD & ContentIQ
Situation → Action → Result
Situation: Managing the SIT 3 testing phase, Oracle HCM APIs were severely delayed (only 16 of 52 endpoints validated), and stakeholders were split over prioritizing HR Payroll versus Manager Overtime features.
Action: Instituted Jira as the single source of truth to eliminate execution swirl, negotiated a UI workaround for the delayed system, and prioritized the highest-impact Payroll features first.
Result: Stabilized the SIT 3 window by driving completion of the 36 delayed endpoints and formed self-organizing Agile squads.
2022 — 2025 · Xperi
Senior Technical Program/Product Manager
Owned two enterprise platforms at Xperi: OnePipeline, an ML-driven metadata and recommendation engine processing 240M records per month, and a Salesforce Quote-to-Cash platform governing product certification and royalty revenue. Also led the AWS Control Tower cloud governance implementation.
- $7.9M modeled net benefit / $11M legacy cost avoidance (OnePipeline)
- ~$1M/year revenue leakage recovered (Salesforce Q2C)
- ~90 AWS accounts brought under centralized governance
Signature project: OnePipeline & Salesforce Q2C / AWS Control Tower
Situation → Action → Result
Situation: A new ML matcher split parent series and child episodes across two isolated legacy catalogs, breaking series master locking and causing a 20x bloat in shell records.
Action: Halted the migration to prevent database corruption, authorized a tactical data-mirroring fix to unblock staging, then redesigned the ML-to-knowledge-graph data contract.
Result: Rescued the VOD roadmap, maintained 95% on-time delivery, and prevented a projected $0.5M delay.
2019 — 2022 · Harman — ADAS / Edge-AI
Platform Product Manager
Pivoted from infotainment into Harman's 0-to-1 entry into the ADAS market, moving from lidar proof-of-concept work into a camera-first Edge-AI perception platform as Platform Product Manager. Made the technical and financial case that redirected the roadmap away from an unproven $1,000+ lidar bet.
- $3.2M internal venture funding secured
- $700–900/vehicle BOM savings via camera-only fallback variant
- 2–2.5x revenue uplift via multi-line platform reuse at L2+ SOP
Signature project: AI Perception on Edge Compute (Project Argus)
Situation → Action → Result
Situation: The vendor's first ML model dropped accuracy by more than 10% when compiled to fit a 2.6 TOPS compute budget, three weeks before an OEM demo.
Action: Tracked profiler data that showed bandwidth saturation, dropped camera resolution, and recalibrated the model with a mixed day/night dataset.
Result: Cut latency to 81ms, recovered the accuracy drop to just 0.8%, and secured mass-production agreements for six vehicle lines.
2016 — 2019 · Harman — Ford Infotainment
Customer Technical Program Manager
Took ownership of Ford's global infotainment program as Customer Technical Program Manager, absorbing a major scope change when Ford discontinued the US Focus and the program shifted to EU/APAC manufacturing. Ran delivery across three international factories from design through mass production.
- $36M program, 100% on-time launch, zero program-caused delays
- $224M+ in lifetime sales
- 22% BOM cost cut via VA/VE without warranty risk
Signature project: Ford Global Infotainment Program
Situation → Action → Result
Situation: OEM marketing demanded a switch from dual USB-A to a USB-A/C mix just six to seven months before mass production, putting the launch and certifications at risk.
Action: Ran a data-driven impact analysis covering cost, Wi-Fi/Apple certification delays, and timeline risk, then presented a three-option scenario to OEM leadership.
Result: Negotiated a phased rollout — launched on time with USB-A, then scheduled the USB-C switch for a mid-year update six months later.
2005 — 2016 · Caterpillar
Application Engineer → Senior Engineer → Engineering Program Manager
Started as a systems integration and embedded controls engineer on Honda-Yazaki instrument cluster work, then spent over a decade building HIL validation, telemetry, and simulation infrastructure for Caterpillar's mining truck engine controls. Grew from individual contributor into Engineering Program Manager, leading a 5-person validation team and running Agile/Scrum delivery across distributed engineering sites.
- ~40% cut in manual test effort via HIL automation
- 40% faster root-cause analysis via telemetry
- 85% improvement in defect detection through Agile/Six Sigma coaching
Signature project: CAT 785C DGB – Large Mining Truck Program
Situation → Action → Result
Situation: Teams lacked validation rigor, ownership, and coordination across distributed engineering locations.
Action: Introduced Agile coaching and Six Sigma DMAIC/DMEDI initiatives to standardize test strategies and improve accountability.
Result: Improved defect detection by 85%, boosted team efficiency by 30%, and improved overall software reliability by 20%.