A product portfolio built for regulated buyers
Technology strategy and delivery across public-sector SaaS products on OutSystems, including INTELLEO for law enforcement, PetChamp for animal-welfare compliance, and ShotsFired for active-shooter detection.
Context
Every product in this portfolio sold to a regulated buyer. Law enforcement was skeptical of anything cloud-hosted instead of paper on a shelf. Government procurement moved through slow, complicated RFP processes. The work was technical, but the constraint was trust.
The products also had to bridge two sides that did not share systems. PetChamp meant defining a new market around rabies licensing, working with veterinarians to get data out of their practice systems, and spending time in the field with vet offices and government agencies to understand the pain points on both sides. INTELLEO meant unlocking training and armory records from paper so agencies could see problems before they became incidents.
My role
I led technology strategy and delivery across the portfolio.
The role was broader than the title. Alongside architecture and delivery I carried business development and early net-new sales, selling INTELLEO to the Brevard County Sheriff's Office and St. Lucie County, leading the early PetChamp deployments in Brevard and Palm Beach counties, and owning the vendor and channel relationship through FBINAA. On the operating side I ran forecasting, budgeting, ARR reporting, onboarding execution, and finance operations as the EOS integrator, across a team of up to twelve and an annual operating budget up to $1.3M. The foundation set at ProChamps carried over: how to build on OutSystems, and how the technical function communicates with the business. I standardized architecture and governance patterns across the products, and spent time in the field, from vet offices to FBINAA conferences, so the products were shaped by the people who had to trust them. As the products matured I scaled engineering from a 12-person team down to two developers and a fractional designer without losing delivery capacity, because the systems were designed to be maintained rather than heroically operated.
The portfolio
Training and armory data previously locked in paper records became a system of record. Agencies could surface armory and training issues proactively instead of reactively, with a step change in accountability and transparency for the agencies that adopted it. It won its agencies through competitive RFPs, including Brevard County FL and Monroe County GA, cut law-enforcement training paperwork 27%, and reduced in-armory maintenance costs 12%.
A new market defined around rabies licensing, bridging veterinary practice systems and municipal agencies. County and city governments adopted it, including Palm Beach County and Brevard County FL. Community partners saved an average of $160K per year in administrative overhead, and the licensing revenue helped multiple municipalities fund no-kill shelter operations. The product operates today under the name PetParent.
A mortgage lender where clear-to-close was running past thirty days. As the first step on the EOS journey we chose clear-to-close as the unique selling proposition, then built the process around it and only afterwards implemented the technology to support it. Clear-to-close came down to fifteen days, with the holding period under thirty. The business became an acquisition target on the strength of that number and sold in 2020. The order mattered. Defining the process first is what let the software make it faster instead of automating the delay.
Born from conversations with law enforcement at FBINAA conferences: detection built into a building's existing infrastructure and access-control systems rather than a dedicated microphone array. Microphones limited to 100dB+ so conversations were never captured, near-IR muzzle-flash detection as a second signature, and motion and lux sensors that doubled as lighting automation, letting green-energy and security credits offset the cost for schools. The program met the technical requirements we set on the engineering side. It never went to market.
Client retention through multiple RFP cycles and renewals.
Law-enforcement training paperwork cut, and in-armory maintenance costs reduced.
Average annual administrative savings per PetChamp community partner.
Clear-to-close at Champions Mortgage, after the process was defined and the technology built to support it.
PetChamp license tags sold year over year in Brevard County after launch.
I led the technology strategy and delivery. The teams built the products. The agencies, municipalities, and client businesses achieved the outcomes.
What it changed in my thinking
Products for regulated buyers are trust systems before they are software.
A cloud product does not beat paper on a shelf by having more features. It wins by being more accountable than the paper: auditable records, visible governance, and controls the buyer can explain to their own oversight. That standard shaped the architecture patterns across the portfolio.
The field time mattered as much as the platform. The best discovery in this portfolio did not happen in a requirements document. It happened in vet offices, at agency ranges, and in conference conversations with the people who carried the problem.
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