The questions you're probably going to ask anyway.

Why are you in Ecuador, and is this sustainable for a US-facing team?

I first moved to Cuenca in 2015, spent 2018–2021 back in the US, and returned in 2021 for good. It's a deliberate long-term home, not a stop on a travel circuit. Practically, that means a settled routine, reliable fiber internet, and a decade of experience handling the realities of working internationally. Ecuador is UTC-5 year-round — the same as US Central Time for most of the year and US Eastern in winter — so my working day is your working day.

What's your timezone overlap, concretely?

Full overlap with US Eastern and Central. I've been running standups, demos, retrospectives, and live troubleshooting sessions with US-based stakeholders throughout my time at Thoughtworks. Morning meetings, afternoon pairing, end-of-day handoffs — none of it requires anyone to work odd hours.

Full-time employee or contractor?

Either. I'm open to full-time roles, contract engagements, and 0-to-1 product partnerships. I've spent six years freelancing, so contracts, invoicing, and self-managed delivery are familiar ground — and I've also worked inside larger delivery organizations like Thoughtworks. Happy to work with whatever structure fits your company (direct international hire, EOR, or contractor).

You've done consulting, startups, mobile, and freelance. What are you actually?

A product-minded full-stack engineer who's strongest where the work is ambiguous. The common thread across every role is the same: take something unclear — vague requirements, an abandoned codebase, an idea on a whiteboard — and turn it into shipped, supported software. The breadth is the point: I can follow a problem across whatever layer it lives in.

If you want the evidence, the case studies cover exactly this.

How do you lead without being in the room?

By writing things down and staying reachable. As a technical lead at Thoughtworks I shape requirements into user stories, kick off work with teammates, review decisions, and unblock people — and I back all of it with documentation, architecture notes, and screen recordings so decisions survive the meeting they were made in. Leading remotely is mostly about removing the need for someone to tap you on the shoulder.

Will you be bored doing maintenance or legacy work?

My current engagement started as exactly that: a legacy Kafka reporting platform handed over in two days by a departing team. I stayed with it, fixed the data correctness issues nobody could see, added tracing, and then helped launch a greenfield API on top of what I'd learned. Legacy work rewards the same skills as greenfield — judgment, patience, and communication — and I take it seriously.

What kind of environment do you do your best work in?

Teams that give engineers ownership and trust them to deliver. I do my best work when I'm given a problem rather than a task list — and I return that trust with visibility: demos, written updates, and honest status even when the news is messy. The one thing I actively avoid is micromanagement; it removes exactly the ownership that makes me effective.

Can you work with non-engineering stakeholders?

It's a core part of how I've always worked. Consulting means demos and stakeholder communication weekly. Freelancing meant proposals, specs, and expectation-setting with non-technical business owners for six years — in English and Spanish. I'm comfortable being the person who translates between the business and the codebase.

What about the ultrarunning — is that relevant?

Only insofar as it tells you how I approach long efforts: consistent training, honest pacing, and finishing what I start. The same habits show up in how I handle multi-month delivery work. The running log is there if you're curious.