Platform modernization
I often work on systems that support multiple products and brands. A common pattern is helping teams move away from fragmented implementations toward shared foundations that are easier to maintain and evolve.
Senior Software Engineering Manager • The Walt Disney Company
Bruno Ribeiro
I help teams simplify complex digital platforms without losing product quality or user experience.
I started my career building interactive web experiences and frontend systems, where performance and usability were immediate and visible problems. That background still shapes how I approach engineering leadership today.
Over time my work expanded from building products to helping organizations untangle complex platforms, improve how they evolve, and keep engineering decisions tied to product quality and user experience. Publicly documented parts of that work span Disney, Marvel, Star Wars, and National Geographic.
Focus
Most of my work sits where digital products, platforms, and teams meet.
I tend to be most useful when systems have grown complicated and the organization around them needs clearer structure. That usually means simplifying how software is built and operated, improving execution, and helping teams make better decisions while keeping the product experience visible.
Performance and user experience
My background started in frontend engineering and page optimization, so performance, usability, and product quality remain central to how I approach engineering work.
Team leadership
A large part of the work involves building stronger engineering organizations. I focus on growing managers and tech leads, improving decision clarity, and creating environments where teams can execute consistently.
Product and engineering alignment
Technical systems and product outcomes are tightly connected. I spend a lot of time helping teams connect engineering decisions back to what actually improves the product for users.
Experience
My path into leadership came from working on the systems themselves.
I started as an engineer building interactive products and gradually moved into roles responsible for larger platforms and the teams that operate them.
The Walt Disney Company
Senior Software Engineering Manager
I lead engineering work across multiple digital brands, turning fragmented platform implementations into stronger shared foundations, clearer standards, and better alignment across teams responsible for building and operating them.
The work includes improving performance on major initiatives, increasing reuse across teams, and adopting newer workflows, including AI-assisted development.
The Walt Disney Company
Engineering Manager
In this role I led engineering teams responsible for large branded digital properties while the underlying platforms were being consolidated and modernized.
The work involved balancing ongoing product delivery with architectural changes, platform migrations, and operational improvements while helping engineers grow into stronger senior technical roles and early management positions.
The Walt Disney Company
Lead Software Engineer
As a lead engineer I focused on platform-wide security and performance work across more than 200 digital properties, including a full migration to HTTPS and significant improvements in page load performance.
Made in Haus
Tech Lead to Engineering Manager
I joined Made in Haus as a tech lead and later moved into engineering management while leading multidisciplinary delivery across websites, campaigns, and interactive products.
During that period I helped build engineering teams, establish delivery practices, and support technically ambitious work produced in close collaboration with creative teams and clients.
UNIT9
Full Stack Engineer / Tech Lead
At UNIT9 I worked on interactive builds including websites, digital campaigns, games, and YouTube Brand Channels for global brands such as McDonald's and Unilever.
How I Work
I try to keep engineering leadership grounded in the reality of building software.
My approach comes from years of staying close to the code and the platforms behind digital products. I care about clear thinking, practical decisions, and creating environments where teams can do good work consistently.
Builder perspective
Because I came up through hands-on engineering work, architecture, performance, and delivery details still shape how I evaluate technical decisions.
Clear decisions
I value direct communication and honest tradeoffs. Good engineering leadership often comes down to helping teams understand the real problem and choose a path they can execute.
Strong teams
Sustainable systems require strong teams behind them. I spend a lot of time helping managers and tech leads grow so organizations can scale without relying on burnout or heroics.
Curiosity and exploration
Alongside product work, I have always stayed curious about experimentation and research, including mapping and GIS, performance engineering, and more recently AI-assisted development.
Contact
If this kind of work is part of your world, feel free to reach out.
Most of my work sits at the intersection of technology, product, and teams. I am interested in conversations about improving complex digital products without losing sight of the product experience or the teams behind it.
This site is intentionally public and high level. Specific case studies and internal details remain private.