Building resilient platforms inside the world's most complex financial systems.
Transformation-focused product leader specializing in modernization, API strategy, and operating models that institutionalize agility within highly regulated environments. Currently Head of Core Engineering Product for Wealth & Investment Management at Wells Fargo.
A career spent translating strategy into shipped capability.
I began my career in the build-and-break days of a .COM startup, where I learned the fundamentals of rapid iteration, scale, and customer-centric design. Today, I apply that same entrepreneurial discipline to modernizing some of the world's most complex financial environments.
At Wells Fargo's Wealth & Investment Management division, I lead product strategy for the core engineering capabilities that scale Investment Management Accounts, Holdings, Balances, and Activities — platforms that support nearly two hundred million transactions every month.
My approach is rooted in a single conviction: technical debt is a financial burden. I pioneer self-funding modernization, retiring low-value offerings to redirect capital toward platforms that reduce risk, accelerate delivery, and unlock new revenue.
Numbers from the ledger.
A selection of outcomes from the past three years — platform scale, modernization, and the operational discipline that paid for it.
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187MMonthly Apigee TransactionsPlatform throughput as Head of Core Engineering Product, WIM.
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+253%Platform Utilization GrowthMulti-year compounding adoption of core domain APIs.
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228Components Migrated to OpenShiftPlus 20 applications and 2,778 automated tests for resiliency.
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200K+Enterprise Assets GovernedServers and assets under net-new hosting product management practice.
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−15%Portfolio Complexity Reduction85 of 563 components sunset; 104 stale assets archived; complexity self-funded modernization.
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24→RESTLegacy SOAP ConversionsAdopted by 44 distinct consumers; 52 components upgraded in production.
Technical debt is a financial burden. The work is to retire it on purpose, and reinvest the dividend.
Two decades, one institution, many transformations.
From .COM startup to enterprise architecture to product strategy — a continuous through-line of platform modernization in regulated environments.
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2023 — PresentHead of Core Engineering Product, WIM Data Solutions & Domain Capabilities Wells Fargo · Wealth & Investment ManagementOwn product strategy for the core engineering capabilities that scale WIM. Architecting modern domain functions — Accounts, Holdings, Balances, Activities. Drove +253% growth to 187M monthly Apigee transactions; migrated 228 components and 20 applications to OpenShift. Launched API storefront MVP. Instituted OKR-driven operating model with internal press-release cadence.№ 01
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2020 — 2023Transformation Lead & Product Management Leader Wells FargoPioneered a self-funding model for strategic delivery. Reduced portfolio complexity by ~15% (85 of 563 components sunset, 104 stale assets archived). Upgraded 52 components in production; converted 24 legacy SOAP interfaces to REST APIs adopted across 44 distinct consumers. Lifted requirements quality from 14% to 38% and achieved 97% Jira data quality.№ 02
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2018 — 2020Head of Application Hosting Product Management Wells FargoEstablished a net-new product practice for hosting services covering 200,000+ enterprise assets. Implemented governance and compliance frameworks that reduced organizational friction and accelerated delivery.№ 03
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2017 — 2018Enterprise Tech Remediation Command Center Lead Wells FargoLed regulatory remediation initiatives at the enterprise level. Built the engagement model and tracking instruments required for cross-functional delivery, partnering with Lines of Business and shared services to optimize scope.№ 04
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2007 — 2017Managing Systems Architect Wells Fargo · Wachovia SecuritiesDirected technology domain roadmaps, investment planning, and enterprise architecture governance. Delivered complex merger scalability programs and evergreen infrastructure refresh cycles, measurably improving system resiliency and operational predictability.№ 05
The disciplines that compound.
Where technology, business strategy, and financial stewardship intersect — with the operating models to sustain them.
- i. Product Strategy & Vision Translating business outcomes into platform capability and roadmap.
- ii. API & Platform Modernization SOAP-to-REST conversions, OpenShift migrations, developer experience.
- iii. Financial & Portfolio Management Self-funded transformation, decommissioning low-value offerings.
- iv. Regulatory Compliance Remediation, governance, and risk management at enterprise scale.
- v. Agile Delivery Frameworks Operating models that institutionalize OKRs and predictable cadence.
- vi. Stakeholder Engagement Press-release cadences and transparent alignment across leadership.
- vii. Technical Architecture Enterprise architecture governance, domain capability design.
- viii. Risk Management & Mitigation Resilient, predictable architectures in highly regulated sectors.
- ix. OKRs & Operating Models Measurable outcomes linked to business strategy at every layer.
Where the thinking was sharpened.
SIFMA executive program for senior leaders in financial services — strategy, regulation, and capital markets.
B.S. Business Administration — Management Information Systems · B.C.A. Theatre.
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2017
Technology Top Performer Wells Fargo
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2007
Associate of the Year Wachovia Securities
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Eagle Scout Boy Scouts of America
Let's discuss what modernization
could look like at scale.
- Email mospain@gmail.com ↗
- Telephone 704 · 241 · 0039 ↗
- LinkedIn linkedin.com/in/mospain ↗
- Located Charlotte, North Carolina ·