I built and led the Infrastructure and Data Infrastructure teams through a period of explosive hypergrowth: 400→4,000+ employees and 30→350+ engineers. We took the company from a $191M valuation through an IPO to a $3B+ public entity. To support this, I helped architect a production Kubernetes platform from scratch, ensuring infrastructure was an enabler, not a bottleneck.
Hypergrowth often kills culture. To prevent this, I launched ACV Tech Talks: a biweekly learning program by engineers, for engineers. Over three years, 75 different engineers gave 128+ talks on topics ranging from Vim to Machine Learning. I personally presented 12 talks (including K8s autoscaling and blameless postmortems) and served as a pivotal sponsor for our 24-hour internal hackathons. These initiatives ensured we remained a learning organization even at scale.
When COVID-19 impacted the auto industry, swift fiscal action was required. I led the infrastructure team to reduce our multi-cloud spend by 40% through aggressive resource optimization and autoscaling logic. Simultaneously, we internalized a massive migration of an acquired company's on-prem stack to the cloud. Originally scoped for an outsourced firm at >$1M, my team completed the migration with half the headcount and one-third of the budget, moving the entire stack to AWS with zero downtime.
We didn't just run servers; we built a product for our developers. I oversaw the creation of a comprehensive K8s platform featuring Jenkins CI/CD automation, infrastructure-as-code, and scale-ready monitoring. This multi-tenant system allowed 350+ engineers to ship continuously, effectively decoupling deployment speed from infrastructure complexity.