I'm Christina Moulton, a Senior Staff Engineer based in Kitchener-Waterloo, Ontario. My foundation is iOS, but most of my recent work has been in the gap between technical strategy and org-wide execution. I'm often focused on the parts of engineering that aren't in anyone's job description until something goes wrong.
Most recently I was the technical lead for a 150-person engineering organization at Cash App / Block, across iOS, Android, Web, and QA. That meant setting technical direction, building governance structures that actually worked across teams, getting reliability to a place where we could stop reacting and start preventing problems, and figuring out how to make AI tooling genuinely useful in a large legacy codebase rather than just plausible in a demo.
I've also spent time as a line manager then manager of managers for a 20+ dev org with two EM direct reports and multiple domains. I came back to IC in a staff tech lead role and found the work more satisfying and, honestly, higher-impact. I'm a better technical strategist than I am a performance manager, and I'd rather be honest about that than pretend otherwise.
I want to work on things that matter. Usually that means products with real impact on people's lives, especially around financial access, health, or the infrastructure developers use every day. It can also mean a company with strong enough engineering culture that doing the work well is its own justification.
Most large mobile codebases have the same problems: undocumented or inconsistent architecture, reactive reliability, and plenty of legacy code so AI can regurgitate bad patterns. I've spent the last several years working on those problems at org scale, defining the standards that actually changed behavior, building the reliability practices that held, and figuring out how to make AI and developer tooling useful in a real production codebase rather than just a clean demo. That's the work I want to keep doing.
Getting things done at that scale means working somewhere that respects engineering judgment, where technical pushback on bad decisions is welcome but not adversarial, and where "we should do this right" is a sentence that lands. The culture should be low-ego, genuinely collaborative, and oriented toward knowledge-sharing. I'm always happy to disagree on how to do something, as long as we're aligned on what we're aiming for and we're working together to get there.