Case Study: Movement Infrastructure Group
Case Study: Movement Infrastructure Group
Building the engineering foundation and systems that couldn't fail. Neither did.
Building the engineering foundation and systems that couldn't fail. Neither did.
Client: Movement Infrastructure Group (MIG)
Role: Senior Director of Engineering (Head of Engineering)
Timeframe: Mar 2024 - Jun 2025
Client: Movement Infrastructure Group (MIG)
Role: Senior Director of Engineering (Head of Engineering)
Timeframe: Mar 2024 - Jun 2025
The Challenge
MIG was formed months before I joined, with urgent pressure to deliver multiple secure, high-scale products by late summer to support the 2024 national election. A few engineers and a product owner had been hired, but the engineering department lacked structure, efficient processes, tools, and sufficient staffing. The organization needed immediate engineering leadership to build capacity, align teams, and turn high-level plans into working systems.
The Challenge
MIG was formed months before I joined, with urgent pressure to deliver multiple secure, high-scale products by late summer to support the 2024 national election. A few engineers and a product owner had been hired, but the engineering department lacked structure, efficient processes, tools, and sufficient staffing. The organization needed immediate engineering leadership to build capacity, align teams, and turn high-level plans into working systems.
My Approach
I built the engineering department from the ground up, growing from a handful of contributors to a team of 15, including 6 full-time engineers. I established the processes, career ladder, hiring practices, and cross-functional workflows that allowed the team to move fast without creating chaos. I led security efforts, owned the tooling and vendor budget, and represented engineering with external partners. Delivery was the constant: multiple enterprise-grade systems, most built in one to four months. As one of the company's executives, my impact included company-wide planning, organizational initiatives, and representing MIG externally.
My Approach
I built the engineering department from the ground up, growing from a handful of contributors to a team of 15, including 6 full-time engineers. I established the processes, career ladder, hiring practices, and cross-functional workflows that allowed the team to move fast without creating chaos. I led security efforts, owned the tooling and vendor budget, and represented engineering with external partners. Delivery was the constant: multiple enterprise-grade systems, most built in one to four months. As one of the company's executives, my impact included company-wide planning, organizational initiatives, and representing MIG externally.
Results
Delivered a proxy service that processed over 230 million transactions with zero reported errors during peak election traffic.
Grew the engineering department from scratch to 15 contributors, including 6 full-time engineers.
Cut time-to-hire from months to weeks while maintaining a fair, consistent process.
Introduced an engineering career ladder that led to two internal promotions.
Established security practices, DevSecOps initiatives, and AI tool policies across the organization.
Results
Delivered a proxy service that processed over 230 million transactions with zero reported errors during peak election traffic.
Grew the engineering department from scratch to 15 contributors, including 6 full-time engineers.
Cut time-to-hire from months to weeks while maintaining a fair, consistent process.
Introduced an engineering career ladder that led to two internal promotions.
Established security practices, DevSecOps initiatives, and AI tool policies across the organization.
Boomie nailed each part. I could always count on her to execute - even when we didn't agree - without faltering.
Gerard Niemira, Managing Director, Movement Infrastructure Group