Shipping at the velocity of enterprise sales

The problem

Splunk's enterprise sales motion depended heavily on custom dashboards, demos, and integrations to close deals — but engineering throughput on those wasn't keeping up with the pipeline. Initiatives were ad-hoc, often undocumented, and the infrastructure underneath some of them was costing serious money to keep alive. Sales engineers needed faster turnaround; finance wanted lower recurring infra spend; and there was no clean platform underneath any of it.

What I led

• Owned individual initiatives end-to-end as a solo or near-solo engineer.
• Sole engineer on the single-instance deployment initiative that retired a recurring cost line.
• Personally shipped 60+ initiatives across two fiscal years.
• Active contributor to Splunk's open-source ecosystem.

What I shipped

• 60+ customer / strategic initiatives → influenced $133.14M in TCV (FY20) and $25.9M in ACV (FY21).
• Executive dashboards, visualizations, add-ons, REST APIs in JS / Python / Go — credited internally with 2x'ing the sales lifecycle.
• Single-instance deployment infrastructure — saved Splunk hundreds of thousands in recurring infra cost.
• No-code Observability features in Log Observer.
• Security Orchestration applications bundled with Splunk Enterprise.

What I'd do differently

Picked one strategic project to own end-to-end for visibility, instead of optimizing for breadth. Sixty disconnected initiatives is a lot of leverage left on the table — depth would have gotten me to senior faster than breadth did.