About this site

I spent the first few years of my career building data pipelines that moved billions of dollars — literally. At Fiserv, that meant ETL systems processing $6B+ in transactions and a fraud-detection system that kept $300M+ from walking out the door. It taught me something that's stuck: the infrastructure nobody sees is what determines whether everything built on top of it actually works.

I carried that lesson into growth. At Brooklyn Data Co., I built the dashboards, attribution models, and data pipelines that companies like FanDuel, MyFitnessPal, and ElevenLabs used to understand whether their marketing was actually working. Then I started Lulo Labs to do that work end to end myself — the tracking, the funnel, the optimization loop — and watched a $1,200 ad spend turn into $150,000 in a single month once the foundation was actually solid.

That's the thread running through everything I write here: most of the interesting problems in engineering, marketing, and management right now aren't about having the right tool. They're about coordination — who trusts whom, what gets measured, how decisions actually get made once AI changes what a junior hire, a growth team, or an org chart is even for.

Essays are where I argue that out loud — AI's effect on engineering careers, why the Mythical Man-Month problem hasn't gone away, why the way we train and trust junior talent needs to change. Field Notes are the receipts: PoC design, data stack audits, the actual mechanics of running a data team, pulled straight from client work.

If you're wrestling with any of this inside your own company — broken attribution, a data team that can't keep up, an AI rollout that's more vibes than infrastructure — that's literally what Lulo Labs does. Get in touch.