CrackedStock.com tracks pricing and availability of high demand products across a variety of popular retailers.

We detect stock changes with sub second accuracy, and notify our users so they can make a purchase before the product sells out.

In our first year of operation we helped our users purchase nearly $1m in high demand merchandise from Amazon.com

We generate our revenue through affiliate programs so we can offer our service free of charge to our users.

I'm the Staff engineer on the Payments and Core squad responsible for all things money for Chronogolf.com. I lead a team of engineers in designing and implementing payments solutions for our Golf Courses. Chronogolf's monolith and microservices are all powered by Ruby on Rails.

Reporting directly to the director of engineering, I work closely with the executives on the Golf team to ensure our most critical projects are being delivered.

Upon taking the role, I worked with the team to design and develop an in-house ledger for tracking customer spending at our courses. The ledger powers the "House Accounts" system which is effectively a bar-tab for golfers. YTD, the ledger has tracked over $500m worth of sales and payments. As we continue to onboard clubs to the new ledger, this number will grow exponentially. In 2025 we expect to be handling billions of dollars in transactions.

In the last 6 months I have dedicated my time to improving the ways our different teams work together. Chronogolf has historically been very sales led, and in the last few months we have really committed to switching a product led organization.

My role here has been to encourage the team to think about problems and constraints before focusing on solutions. We are spending more time with stakeholders learning about the problems, before proposing our solutions.

This change has dramatically reduced the turnaround time for pull requests because there is virtually no back and forth. PRs typically had at least 2 revisions with the Go to Market team before merging, now they rarely have any revisions from product.

In any spare time, I work with the Senior members of QA and Engineering to plan their career goals. While I no longer have formal 1:1 responsiblities, I have found that my teammates are benefiting from the goal setting exercises. They can bring the plans to their managers, who are short on time, for validation and execution.

in November 2020, Lightspeed acquired the company I was working at, Shopkeep, and I was offered a role on the Chronogolf product. Chronogolf's monolith and microservices are all powered by Ruby on Rails.

Reporting directly to the Director of Engineering, myself and another team lead were responsible for overheauling the existing engineering process to improve velocity.

At the time, tickets were sitting for weeks at a time in review, and the team was using Miro (a whiteboarding tool) for issue tracking. Furthermore, the House Accounts system which tracks spending for golf course members was suffering synchronization issues with Lightspeed's other products.

After agreeing on a 2 squad structure, I became the lead of what was called the "Payments and Core" team. Our responsibilities included all things money, and supporting the core application - dependency upgrades, infrastructure, anything non-business logic related.

I moved our team's issue tracking and planning into Clickup where the Go to Market team was already tracking their work. This immediately increased visibility into the engineering department for our stakeholders, while increasing our velocity during planning. It used to take an entire Monday to plan a sprint, by the end of the changes, it took 2 hours maximum.

Our house accounts need to synchronize account activity from multiple Lightspeed systems overnight. These jobs were taking too long to finish, causing a significant delay in account activity. Activity was supposed to refresh overnight, but in some cases, it was taking days for activity to show up.

I identified that the sync jobs were doing too much work individually, taking 20+ hours to complete. I restructured the jobs so the work could be run in parallel, with each chunk now taking 3 minutes or less.

The changes bought us enough time to design and develop a V2 which has a realtime sync mechanism. In the meantime, cusotmer success volume on this issue dropped to almost zero.

RMG Luxury Lifestyles offers high end passenger vehicle rentals in New Jersey and New York. We started with a single Tesla Model Y and built the fleet to over $1m in value, leveraging the Turo platform to generate the bulk of our clients.

Our fleet included vehicles such as the Corvette C8, BMW M4, and the Porsche 911 as well as high end luxury SUVs like the BMW X7 and the Chevrolet Suburban. We have done over 400 trips to date, while maintaining a 5 star rating in customer satisfaction.

In early 2023, I hired a full time employee to completely replace my responsibilities as the operator, which enabled our rapid expansion. We eventually occupied a designated are in the Newport Center Mall, increasing our traffic. In 2023 the business did over 300k in revenue.

In early 2024 the business suffered numerous vehicle thefts due to a rise in fraud on the Turo platform. Although the business did not suffer any capital losses, we decided to divest out of passenger vehicles to focus exclusively on sports cars, which have always been our top earners.

In early 2025 the remainder of our vehicles were sold and operations ceased due to rising fraud on Turo. In the end, we completed over 1000 5 star trips and generated over $500k in revenue.

Maintained Shopkeep's "Backoffice" administration tool which allows merchants to do back office tasks like managing inventory, customer lists, employees, etc. The Backoffice service was powered by Ruby on Rails running in Kubernetes on AWS.

My team also owned a number of producer/consumer flows on Apache Kafka which were written in Python whenever the production or consumption did not take place in the monolith. For example we used this flow to handle bulk inventory item creation.

Updated our Squad's sprint planning process to be more focused on acceptance criteria and general requirements. This reduced the average time a ticket spent in review going back and forth with stakeholders, ultimately increasing the team's velocity by around 50%.

Spearheaded an initiative to replace our homegrown legacy inventory management view with an off the shelf data table component. This solved a number of issues for the team around maintainability, browser compatibility, performance, and user experience.

The team was able to slowly integrate the new data table components and filters to deliver incremental value to the stakeholders. Results were noticed almost immediately in our NPS feedback with user's directly referencing the new functionality, performance, and browser compatibility.

Created several producer/consumer flows using Kafka. Added Horizontal Pod Autoscaling configuration support to Shopkeep's homegrown Kafka consumer framework. This allowed developers to create consumer flows which scaled based on resource usage, as well as queue latency.

Line manager for two Junior engineers on the Payments team. We began work designing and developing components for "Shopkeep Payments", an unfinished initiative to offer Payfac services. The project was unfinished because Shopkeep was acquired by Lightspeed in 2020, which had an existing product.