Resume — Evan Garris

Established an AI governance and workflow model for the engineering team, formalizing scoped agent roles, calibration processes, and CI safeguards to safely scale AI-assisted development across client web, mobile, and backend systems.

Designed and implemented a platform health and risk framework for a large-scale national nonprofit system, transforming reactive bug work into structured insight around system fragility, execution learning, and long-term stability.

Lead a 7-person engineering team across healthcare, nonprofit, and manufacturing engagements, serving as both people lead and technical lead -- designing team structures and review cadences that maintain architectural consistency across domains.

Drive engineering quality through structured code review practices and architectural standards, treating review as a teaching surface where assumptions and tradeoffs become explicit, not just a gate before merge.

Became the primary technical owner of a large-scale Azure microservices platform supporting a national food assistance program, taking ownership of a mature, complex system mid-lifecycle. Led performance investigations, architectural analysis, and reliability improvements across the full stack.

Conducted a system-wide performance analysis tracing timeout failures that had been attributed to data growth back to a specific async bug compounded by query plan instability. Delivered a sequenced remediation plan that started with two single-line fixes, eliminated the failure mode, and established a stable foundation for enhanced data access capabilities.

Served as technical lead on an inventory management system for a mid-sized manufacturing and distribution company, translating layered operational workflows into software while mentoring peers and junior engineers through ambiguity.

Led an internal research initiative exploring AI integrations in mobile applications, synthesizing technical findings into a tradeoffs analysis that helped leadership make an informed build/adopt/wait decision.

Developed mobile, web, and cloud applications for a healthcare startup under real regulatory and reliability constraints -- learning early that production systems demand a different kind of discipline than projects that only need to demo well.

Built and supported a mobile application serving hundreds of monthly active users for a staffing and recruiting company, owning features end-to-end from implementation through production support.

Invested early in shared understanding through internal documentation, a growing knowledge base, and lunch-and-learn sessions -- treating institutional knowledge as infrastructure rather than tribal memory.

Led the design and delivery of a cross-platform internal application for subcontractor management, coordinating a remote development team and learning firsthand what it takes to translate operational pain into technical requirements.

Owned ERP customization and rollout across the organization, including process design, implementation, and company-wide training. System adoption is a people problem disguised as a technical one.

Automated core operational workflows using Airtable and Google Cloud, improving visibility and coordination across estimating, sales, and support -- early practice in the principle that the right abstraction makes decisions faster, not just processes faster.

Led purchasing and estimating in a high-volume environment, securing multi-million-dollar contracts while balancing cost, risk, and delivery constraints -- making consequential decisions daily under genuine market uncertainty.

Managed a $2M inventory portfolio where pricing and sourcing decisions had to account for market volatility, supplier reliability, and downstream project timelines.

Built and developed a 3-person team responsible for bids and order fulfillment, introducing clearer processes and decision ownership.

Defined purchasing and estimating workflows for a growing organization, gathering requirements and selecting tools to scale operations -- early practice in the discipline of designing processes before building systems.

One of five founding team members of a construction management company. Building a company from scratch taught me that the hardest systems problems are rarely technical -- they're about aligning people, information, and incentives under constraint.