Vice President of Research & Development

AI Fluency and Agentic Delivery



* Use AI development tools personally and daily, holding a current and practical command of what they can and cannot do rather than relying on secondhand reporting.


* Research and experiment continuously with new AI tooling, models, and workflows, then bring what proves out into the organization's standard practice.


* Lead every development team to agentic, human-on-the-loop delivery, where AI agents own bounded work end to end while engineers set goals, define guardrails, and review outcomes.


* Own the AI delivery-maturity roadmap across all actively supported products, applied stage by stage across the lifecycle rather than as a single global rating.


* Stand up the governance that makes delegated agent work safe, including review gates, validation, security review of AI-generated code, and measurable outcome reporting.


* Make the codebase and delivery pipeline accessible to AI agents through documentation, test coverage, CI/CD, and structured context.


* Build the tooling and training program that moves engineers from AI-assisted work, to AI-directed work, to fully delegated agent execution.


* Report AI delivery maturity and the business outcomes it produces on a recurring executive cadence.

Technical Roadmap and AI-Driven Opportunity



* Set the multi-year technical roadmap for the Corrections and Law Enforcement product lines, planned against the pace agentic delivery now makes possible rather than the timelines conventional development assumed.


* Rebuild roadmap assumptions around that acceleration.

Pull committed work forward where AI-enabled delivery shortens the build, and direct the recovered capacity toward customer problems that were previously out of reach.


* Plan the roadmap around customer problems as much as product features, judging each item on whether AI can reach the outcome faster than a conventional build cycle would.


* Decide deliberately where AI belongs embedded in the products customers buy and where it is better applied as a fast path to a customer outcome, and treat both as revenue opportunities rather than internal efficiency alone.


* Balance that acceleration against customer commitments already in flight and the realities of an installed base that cannot absorb change at an unlimited rate.


* Own technology standards, architectural direction, and technical documentation across the portfolio, and hold the development organizations to them.


* Evaluate build, buy, and consolidation options where product lines overlap, and bring recommendations with supporting analysis to the Executive Vice President.


* Monitor industry direction, competitor capability, and emerging technology relevant to law enforcement, corrections, and justice software.

Delivery and Execution



* Own release commitments across every development team, including scope, sequencing, and the dates communicated to customers and to sales.
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