I architect, build, and run the systems businesses depend on.
This page is the proof behind that sentence. Every system below is real and in production today — one has been running since 2004. First the systems, then what the work looks like under pressure, then the employment record in brief.
In production today.
Two kinds of authorship, and I keep the line between them exact: systems I built myself, every line — and systems built by others to my specification, under my direction.
The case-management system a Texas foster-care agency runs on: child records, placements, medication administration, licensing, billing, state reporting. One system, one author, twenty-one years in production — recently extended with AI document classification running inside the application. Seventy licensed foster homes across sixteen Texas counties depend on it.
The agency’s cloud practice-management platform, in daily use by staff and foster families: wellness pulse checks, daily safety check-ins, medication administration, licensing and T3C credential management, dashboards, and reporting — built on Node and Azure, synced nightly with Radius. Foster parents need no login and no app — the system reaches them where they are, by text message, with secure one-time links.
One facet of Pulse worth its own line: foster parents receive SMS prompts at each medication time slot, tap a secure link, and log administration — refusals, missed doses, side effects, supervisor flags — against the child’s actual medication list. Compliance stops depending on paper and memory.
The agency’s policies and regulatory obligations as versioned code — one source of truth that is simultaneously the staff reference, the API, and the context AI agents are allowed to read. Review cycles, citations, and access tiers are built into the files themselves.
Document governance running against real records, with the AI rules written in as code: redaction happens before the model ever sees a record, the AI recommends, and a credentialed human decides. Every time.
An agent living inside Pulse — internally named Everest — that answers staff questions against the agency’s own regulations, policies, and procedures, and reads a client’s chart to answer questions about their case. Every answer is grounded in the agency’s real records, not open guesses.
The operational back office I built for an assessment company — client obligations, billing, pricing with full change history, analysis, and a data-deletion module with an audit trail. Designed and built alone.
A multi-tenant pre-employment assessment platform serving US enterprise clients, built and maintained by a six-person development team through Chetu. For over a decade every architecture, security, compliance, and scoring decision ran through my seat — and at the engagement’s close that seat is complete system architect, not data and scoring alone. The implementation was theirs, the specifications and every judgment call were mine.
The platform’s ground-up redevelopment — React front end, Java microservices, Azure — designed and governed by me and coded entirely by the vendor to my specifications, under one hard constraint: the legacy platform could not break while its replacement was built beside it.
What the work looks like when it’s hard.
Four moments from the record. No embellishment — the facts, and what I did.
After twenty weeks of silence, a state regulator issued 143 enhancement items against an application we had already attested under an earlier standard. I directed a full version comparison and classified every item: roughly 121 were citation updates only, 22 contradicted the regulator’s own record, and none were legitimate new findings. We argued on the documentary record that our attestation should stand. Credentials were approved five days after the meeting.
A database major-version upgrade under a hard vendor deadline failed on the first attempt. I rejected the team’s all-clear, diagnosed the actual fault, required the retry from a preview-validated build — and during my own post-cutover verification caught the production site auto-authenticating with vendor credentials, before any client saw it. The landing: zero data loss, zero help-desk inquiries in the cutover window.
The vendor delivered a single estimate for a major rebuild. I didn’t forward it. I built two bracketing options around it and a five-question decision framework — budget ceiling, timeline, risk tolerance, feature sufficiency, coordination capacity — with my recommendation marked openly. The owner didn’t get my opinion; the owner got a decision she could actually make.
When the platform’s owner elected to sunset the product, the ending got the same rigor as the building: formal wind-down notice, a written scope correction when the vendor softened it, dated destruction confirmations, and a 53-ticket closeout with rationale on every one — so cancelled scope could never be misread as delivered work.
Thirty years, one line of work.
One assessment product line carried across five entities and four changes of ownership — I stayed because each successive owner needed me. In parallel, twenty-three years as the only technical person of a foster-care agency I co-founded, and a design business run with my family. That record now carries forward as The Golden Thread. The full, dated CV lives at jeannie.goduarte.com.
Founded in 2014 as a technical and UI/UX consulting practice, then reactivated in 2026, as the HAPselect engagement nears its close, under the name The Golden Thread — the practice this page is published under, and the one every row below now feeds.
Every architecture, vendor, infrastructure, data, security, and compliance decision for the HAPselect platform — across consulting and employed roles, directing a six-person development team through Chetu — through its final generation and orderly wind-down. At the engagement’s close, complete system architect, not data and scoring alone. The product’s sunset closes the engagement cleanly at the end of 2026.
Two-entity Texas child-placing agency serving DFPS foster care programs — and the agency’s only technical person. I led its COA accreditation (achieved 2010–2011, later voluntarily relinquished rather than renewed, on cost grounds), and I am the sole implementer of its T3C transition: I created the agency’s Logic Model and CQI model, redeveloped the complete policy-and-procedure corpus, and carry its credentialing work with the state.
Full graphic design in the Adobe suite — Illustrator, Photoshop, InDesign — from brand development to production: signage from channel letters to billboards, vehicle wraps, apparel, print, and digital. Visual projects from concept through physical implementation, plus complete operations and production management of the business itself.
Database and application work through AMRESCO, Campanella — where the assessment product lineage began — DAVACO, a decade as Principal Consultant at BrainStorm SDG, then Grant Thornton and Knox Technology, data architect of SonicAssess from its inception. My own consulting practice dates to 2000 — supported by a Bachelor of Arts and Sciences multi-discipline degree in Business Administration and Computer Information Systems from Dallas Baptist University, and a Certificate of Non-Profit Management from Brookhaven College.
The method has its own name.
How an engagement runs — specification-first, verified releases, and a handoff written down before you sign rather than negotiated on the way out — is The Nautilus Method™. It has its own page, and it’s a short read.