I cut the work, and I build the pipeline it runs on.

I started at Disney, building a stereo 3D rig while the format was still new. Then came sound, visual effects, and editing. Now I lead the technical side of a post department.

That first job set the pattern. At Disney's Studio New Technology group, in a summer internship that was extended to a full year, I co-wrote and produced a stereo 3D short and Jimmy the Projectionist, a training series Disney distributed to projectionists across the country on setting up digital cinema projection.

The work splits in two. The first half is craft: I take projects from script to final deliverable across story, motion graphics, sound, and color, and I've directed, shot, and cut my own films.

The second half is infrastructure. I pick the tools, write the standards, train the people who use them, and manage two editors directly. Most of that work is now pointed at generative AI. I test new tools on real deadlines, keep the ones that hold up in a real review, and write Python tools for DaVinci Resolve when what I need doesn't exist yet.

The interesting question isn't what these tools can generate. It's what they change about how a team works.