I try to make hard delivery feel human — and still get it done.
Open to senior TPM / delivery roles and Q1 partnerships
Companies usually bring me in when something important isn’t moving. I’m an engineer by training, and I’m looking for technical PM seats where I can own delivery outcomes end-to-end. Teammates stick around because the work gets clearer. Partners come back because we learn something useful while shipping.
Lesson learned
What I’d do differently on a release recovery
On a past high-traffic media platform we eventually cut downtime by about 90% — but not on the first pass. Early on I treated release discipline as something we’d get to after the urgent fixes. The urgent fixes kept multiplying because every deploy was still a coin flip.
The lesson: name release ownership, observability, and rollback expectations in week one — even when leadership wants feature promises first. Deploy cadence isn’t “phase two.” It’s how you stop paying interest on the same outage twice.
Why this mix is useful
Plenty of people can run a board. Plenty of people can write code. Fewer can sit with leadership about risk, then walk into a technical conversation and keep up — then come back with a plan everyone can actually follow.
That’s the space I work in. I’ve built media backends at 100k+ daily users, led programs that cut downtime by about 90%, advised on data platform delivery, and contributed senior backend engineering plus delivery support on a Safaricom VOD product through Big Bold Red.
So when I say a date is risky, it’s not for show. When I say an integration will slip, I can usually explain why in plain language.
What I bring
Four kinds of work, one person
I move between these without pretending they’re the same job.
Coding & systems
I can still read the stack, ask hard questions about a design, and spot when “done” isn’t really done. That keeps every other conversation honest.
TPM & delivery
I own multi-stream programs: who’s doing what, what’s risky, what ships next. Release rhythm matters — especially when real users are waiting.
Consulting
Advice that survives vendors, calendars, and production — not a deck that looks good and dies in someone’s inbox.
Leadership
I help engineers, ops, and business people move together. The goal isn’t more meetings — it’s people doing better work with clearer ownership.
What “good” looks like with me
Simple habits that keep platforms and people from burning out.
Clear ownership beats busy dashboards
Every workstream needs a name, a decision right, and a definition of done. I’d rather surface confusion early than discover it during an outage.
Technical truth, everyday language
Leaders get plans they can fund. Engineers get advocacy that doesn’t paper over hard problems. Same reality, both rooms.
Releases are part of the product
On media and commerce platforms, unpredictability eventually becomes downtime. Monitoring, rollback, and cadence belong in delivery — not “later.”
Vendors need a plan, not hope
Payments, SMS, USSD, APIs — I treat them like workstreams with owners, interfaces, and what we’ll do when something breaks.
Remote without disappearing
With VFAW — Voices for Animal Welfare, a Paris-based NGO — I’ve supported systems async from Nairobi: documentation, continuity, and clear communication across time zones. Same muscle remote commercial teams need.
Curious if we’d be a fit?
Tell me what you’re working on. I’ll be straight about whether I can help.
Get in touch