The through-line of my career isn't a platform.
It's building the teams, operating models and executive trust that let a business take on work it previously couldn't.
Today I run backend engineering for a multi-brand commerce and fulfillment business: two direct-to-consumer brands, dropship and marketplace fulfillment for leading retailers, and more than forty manufacturer storefronts operated under a 3PL model.
I authored the cost-benefit case presented to the CEO and CFO, then did the work behind it — vendor screening, contract negotiation, legal incorporation with the CFO, operating-model and overlap-hours design, HR policy and first payroll, and multinational data-privacy review. Not a staffing arrangement: a second home for the engineering organization.
13 engineers · 92% retention at 12 monthsI define and lead a multi-phase AI adoption program across software development, business operations and digital marketing. Usage guidelines and data-protection standards went in first, then spec-driven development, Claude Code, Copilot and AI-assisted review. I established the internal power-user group, educate the executive team, and lead our evaluation of agentic commerce protocols.
Four functions · standards ahead of rolloutFulfillment optimization and process redesign halved order-processing time for the largest B2B client, with a structural 10% carry-over to direct-to-consumer flow. Return-label automation enabled a primary carrier switch that cut return shipping cost 15%. Earlier work — multi-warehouse order allocation and a delivery-date projection engine — took 8% out of outbound freight and contributed an estimated 20% lift in conversion.
50% faster processing · 15% lower return costThe hardest systems I've built weren't software.
They were teams that outlast the project.
I've developed and promoted multiple senior engineers into engineering manager roles, each with a structured handover rather than a battlefield commission.
New capability arrives with standards attached. Usage guidelines and data protection go in ahead of rollout, so adoption is something the business can still defend a year later.
Agile governance, engineering metrics and project cost allocation that accounting can actually use. Delivery that holds steady through reorganizations, because it doesn't depend on any one person carrying it.
Cost-benefit cases, vendor contracts and delivery governance framed for the people who have to sign them — which is why I'm the CEO, COO and CFO's technology advisor as much as an engineering manager.
Joined a two-person backend function and became technical lead across supply chain, procurement, order management and ecommerce — then established the hiring process, compensation benchmarking and interview loop that grew the team to seven.
Architected a multi-warehouse order allocation platform balancing inventory sourcing against stock levels and delivery commitments.
A delivery-date projection engine combining carrier transit data, fulfillment-center cutoffs, availability and closures, served to client sites via web services.
Receiving exception management and returns, plus a multi-warehouse demand planning model rebuilt with business users and data scientists.
Led seven engineers across supply chain, procurement, warehouse management and enterprise integration — and owned the backend design and development that let the company operate as a 3PL for its manufacturer partners, with client-facing work delivered by a separate team.
Set up the fulfillment processes and financial reporting for external brands, plus the P&L model that gave the business per-tenant cost and margin visibility for the first time.
Directed the technology implementation for a B2B fulfillment center launch, delivering the backend systems that accelerated operational readiness.
A reusable deployment framework built from systems and data-flow rework across the supply chain stack; inventory balancing improved 20% alongside it.
Twenty-six engineers through three engineering managers, spanning supply chain systems, ecommerce and ERP — and technology advisor to the CEO, COO and CFO on AI adoption, organizational growth, vendor partnerships and technology investment.
Senior engineers developed and promoted into engineering manager roles with structured handovers, then supported through their first year.
Owned executive alignment and delivery governance for the Adobe Commerce Cloud migration off a legacy .NET/SQL platform, partnering with the VP of Systems Group.
Jira, Confluence, Tempo, standardized agile governance, engineering metrics and project cost allocation — replacing legacy project management across the IT Systems Group.
Ecommerce, supply chain and fulfillment, warehouse and order management, demand planning, procurement, ERP, and marketplace and 3PL integration — the operational side of the business as much as the systems behind it.
.NET and C#, SQL Server, SSIS, REST APIs and BizTalk, Adobe Commerce Cloud, and Blue Yonder Warehouse Management and Direct Commerce. Deep enough to review the design, not to relitigate every decision.
Spec-driven development, Claude Code, GitHub Copilot and Microsoft Copilot, AI-assisted code review, Qodo, TestSigma and n8n — alongside the usage guidelines, data-protection standards and evaluation of agentic commerce protocols that make the rollout defensible.
Jira, Confluence and Tempo, standardized agile governance, engineering metrics, project cost allocation for accounting, and vendor and contract management.
Massachusetts Institute of Technology
2021scrum.org
2021New York Institute of Technology — New York, NY
2008Nirma Institute of Technology, Gujarat University — Gujarat, India
2004