workshopping linkedin posts

before I go primetime with my drivel, I figure I’ve got my own blog, so why not workshop posts here first. I overshare, I know this; one of my strengths is my opennes, but I do sometimes need to temper it. so, sometimes just seeing my stuff in public helps me with the editorial process.

the following is not really meant for LinkedIn, this is prep for some networking that I’m doing. apparently, I’m a planner so…

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My Career Journey: From Technical Leadership to Architectural Strategy and Back Again

My professional journey has been defined by leadership, technical strategy, and a relentless drive to improve IT operations. Over the years, I’ve built scalable infrastructure, optimized security, and driven process improvements that have saved organizations time, money, and frustration. But, like any journey, mine has had unexpected turns—each one teaching me something new about leadership, company culture, and what makes me thrive in a role.

At Infinite Campus, I was in my element as a Lead Infrastructure Engineer, overseeing large-scale VMware and Nutanix deployments, security initiatives, and infrastructure modernization projects. It was an environment where I was given the freedom to build, optimize, and lead a high-performing team. With clear goals and technical challenges to solve, I had the autonomy to make meaningful, lasting improvements to the organization’s IT strategy. The work was demanding, but I loved it.

When an Infrastructure Architect opportunity at Western National came along, I saw it as the logical next step. It was an environment where culture mattered, and I deeply respected the people I worked with. However, I started the role while recovering from a brain injury, and that made it difficult to ever feel fully settled. I never felt like I was producing my best work, and the structured, high-level architectural focus left me missing the hands-on leadership and direct impact I had at Infinite Campus. While I appreciated the supportive culture, I knew I wasn’t operating at my full potential, and I began to realize that I needed to get back to what I truly enjoy: leading teams and driving change.

That realization led me to Cambria, where I believed I was being brought in to modernize IT processes, implement structured improvements, and build the kind of operational maturity I had successfully driven at Infinite Campus. I was excited about the challenge, but I quickly learned that I was not at the right company for my leadership style. Unlike the autonomy I had at Infinite Campus, Cambria was a highly micromanaged environment, and my efforts to implement strategic IT improvements and operational efficiencies were met with resistance. The changes I was brought in to make were not truly wanted, and when my boss miscommunicated a key deadline, I became the scapegoat.

This experience reinforced something I already knew: culture matters as much as the role itself. Leadership isn’t just about technical expertise or strategic planning—it’s also about having the right environment to execute ideas, mentor teams, and make a meaningful impact. I realized that where I work is just as important as what I do, and that’s why I’m now focusing on finding a company that values collaboration, structured leadership, and continuous improvement.

I bring deep technical experience, a leadership style that empowers teams, and a strong focus on process-driven success. My next step is about aligning with an organization that appreciates these strengths and provides the right cultural fit for me to thrive.