Background
Every promotion I've had came from the same habit: understanding the layer below well enough to run the layer above. NOC engineer, NOC manager, senior manager of technical operations, director, VP, CTO — five promotions at one company over eleven years, then technology leadership at the next.
All of it for US companies. All of it from Mexico. Fifteen years of remote, cross-border technology leadership before most companies had a policy for it.
Technology ownership company-wide: infrastructure, developer operations, corporate IT, and security.
Joined as the first NOC engineer of what became the company's Hermosillo operations centre. Promoted five times over eleven years to the senior-most technology role, concurrently serving as VP Operations for the Mexican entity.
Led the networks and IT security department, overseeing network infrastructure and security operations for the agency.
Systems leadership for the university — where the habit of running things that cannot be allowed to fall over began.
I've done the on-call shifts, written the runbooks, and managed the escalations. When I assess an operation, I'm not comparing it to a framework — I'm comparing it to systems I've personally kept alive. That's why my findings come with priorities and costs attached, not just observations.
Employers are unnamed here by professional obligation — specifics gladly discussed on a call, within the bounds of confidentiality.