Working under Craig Federighi’s Software Engineering (SWE) org at Apple was one of the most defining experiences of my career. The charisma, clarity, focus, and sharp execution within the organization set a high standard for what strong leadership really looks like. Craig’s style was straightforward and deeply intentional, especially when it came to delivering high-quality software at scale.

During that time, I also learned a lot from the Director of the PMO. She ran the Technical Program Management function with precision and set a powerful example of how to lead cross-functional efforts while keeping teams aligned, motivated, and focused on delivery. Her approach to program structure, communication, and execution had a lasting impact on me. One of the biggest lessons I took away was the importance of defining and tracking clear metrics. It showed me how effective measurement can empower leadership to make data-driven decisions, foster transparency, and keep teams accountable—not just for outputs, but for outcomes.

That experience fundamentally changed how I view program management. I’ve seen how many companies struggle with TPM—either layering on too much process or getting stuck in the weeds of “flavored Agile,” losing sight of actual execution. At Apple, I learned that great program management is lean, focused, and built around outcomes. It’s about driving software delivery forward with purpose, enabling TPMs, engineers, and leadership to stay aligned and deliver on time, as planned.

Since then, I’ve brought those principles with me—whether I’m building PMOs from the ground up or consulting for fast-moving startups in Silicon Valley. I focus on structure, clarity, and creating systems that scale without losing velocity.

These two leaders—one shaping the overall vision and execution at scale, the other demonstrating what great program management looks like in practice—had a lasting impact on how I approach my work. Their influence helped me realize that leading effectively requires more than technical depth. Being an engineer is not enough—it takes strategy, communication, the ability to inspire, and the courage to hold teams accountable with clarity and empathy. It also means knowing how to build strong networks, negotiate, influence without formal authority, and listen actively. That’s what led me to pursue an MBA: to bridge the gap between execution and leadership, and to continue growing into the kind of leader I had the privilege to learn from.

The video below features Craig Federigui’s talk, which continues to shape my perspective on leadership and innovation.