Cindy Lawless
My title has often been Quality Engineering. My work has rarely been about testing.
I've spent enough time building software to understand how the work gets done, and enough time in executive leadership to understand the business. That perspective allows me to recognize when reality and the narrative no longer match.
Over the past two decades, I've built quality organizations, led global teams, reduced change failure rates from 50% to under 10%, led organizations through high-stakes operational decisions, and helped executive teams navigate the ones no single leader could answer alone.
Software problems are rarely just about the software. They're where organizational problems become visible.
The biggest business problems rarely belong to one team. They emerge where strategy, technology, operations, incentives, and customer reality intersect.
I find where the signal broke down. Not to place blame, but to fix what made it possible.
I uncover why it happened. Not to prevent every future failure, but to make the next one less likely.
Then I determine what to do next. Clear. Specific. Actionable.
I serve as the translation layer between data, technology, and the business.
Turning fragmented signals into decisive action.
That's how hidden risk becomes visible.
That's how better decisions get made.
The title changed.
The work didn't.