Building Orchestration Plans. Connecting teams.

01 / Overview

The product I’m most proud of.

I worked across multiple products at Alteryx, but Plans orchestration is the work I’m most proud of. I started working on orchestration after Alteryx acquired Trifacta, helping bring its technology into our platform.

Plans lets people build multi-step data processes on a visual canvas, connect tasks, run them in parallel, and branch execution based on success or failure. My work grew from hands-on product engineering into frontend architecture and, later, engineering management.

02 / Challenge

Bring an acquired platform into a different stack.

The acquisition brought a large Trifacta codebase and a much larger team almost overnight. The inherited technology used Backbone.js and an outdated version of Node.js. Our challenge was to bring those capabilities into the stack we were using at Alteryx: Node.js and C# on the backend, with React and GoJS for the frontend canvas.

This was also an organizational challenge. Alteryx already had multiple products, and the expanded engineering organization needed an architecture that could support teams working across them.

03 / Architecture

A frontend architecture that could grow with the teams.

A senior architect and I started working on a microfrontend architecture to address the scale of the combined codebase and organization. I championed the approach with teams across the globe, explaining how it would work and helping establish a shared direction.

Together, we put the frontend architecture in place across our Alteryx organization. The work helped teams deploy three times faster, reducing the time it took to get their changes out.

faster deployments for each team

3×

04 / Product

Keeping ownership of the orchestration experience.

For Plans, React provided the application interface and GoJS handled the canvas implementation. The work connected the visual experience of building a plan with the backend services responsible for orchestration.

Alongside the product, I helped build shared frontend foundations through Platform Common: components, utilities, and practices that other teams and microfrontends could use. I retained technical ownership of Plans orchestration as my responsibilities expanded.

05 / Frontend guild

Shared standards across the organization.

I also led the frontend guild within our Alteryx organization. I helped set standards and best practices, giving teams a common foundation for frontend work.

The guild complemented the architecture work: adopting microfrontends required shared engineering practices as well as a technical structure. My role included helping teams understand and adopt that direction.

06 / Leadership

From technical ownership to engineering management.

I was promoted to Software Engineering Manager, leading an eight-person team while keeping technical ownership of Plans orchestration. I worked across engineering, product, and design to connect delivery with the needs of the product.

My responsibilities included regular one-to-ones, setting KPIs, and improving the team’s processes so we could work as efficiently as possible. I reduced our weekly meeting time from four hours to two and a half, leaving more time for focused work.

weekly meeting time — 1.5 hours saved

4 → 2.5 hrs

07 / Impact

A stronger product and a more effective way to deliver it.

The work spanned the product, the architecture around it, and the people delivering it. We brought Plans orchestration into our stack, established a microfrontend architecture across our organization, and helped teams deploy three times faster.

For me, the next step was learning how to support that work as a manager: staying close to the technology while creating clearer expectations, better processes, and more time for the team to build.