Clint Parker

About Clint

Clint Parker

I'm Clint Parker, a fractional engineering leader. I help software teams that have fallen behind ship like it's 2026, and I keep the business in the loop, in plain English, while I do it.

Where I've been

I've spent close to two decades building software and leading the teams that build it, most recently as Chief Technology Officer at Simpro Software, where I led 150+ engineers across three continents and a five-product portfolio (Simpro, AroFlo, BigChange, ClockShark, Delight) serving tens of thousands of trade and field-service businesses. The job, in one line: integrate engineering organizations acquired through M&A into one modern platform, and set the company's AI strategy while doing it. Before the CTO seat I was Simpro's VP of Engineering for three years, running a 60+ person org across the US, UK, and Australia and driving year-over-year improvements in delivery velocity and quality.

Before Simpro, I was Director of Software Engineering at Updater, leading the platform and API teams behind a TV-and-internet sign-up experience used by millions. And before that I spent twelve years at Mindbody, going from senior developer to software architect to Director of Engineering, where I led the integrated-payments group processing tens of billions of dollars a year and grew the team to 30+ engineers.

I've been doing modernization work the whole way up. As a senior developer, I moved Mindbody's legacy ASP payment processing into a modern API framework without interrupting service. As an architect, I introduced code-health tracking and coding standards across every codebase in the company. As a VP and CTO, I did the same thing at organizational scale: pipelines, practices, and deliberate calls about AI tooling across 150 engineers. Different sizes, same job: take how a team works and bring it up to date without stopping the business.

At a glance: CTO & VP of Engineering, Simpro Software (2022–2026) · Director of Software Engineering, Updater (2021–2022) · Mindbody, senior developer → software architect → Director of Engineering (2009–2021) · Certified Scrum Master · based in San Luis Obispo, California.

What I believe about stuck teams

Teams don't fall behind all at once. It happens one deferred upgrade, one skipped test, one “temporary” manual step at a time, each locally reasonable. Nobody decided to be five years behind; that's why nobody inside can quite see it.

It's a leadership problem, not a talent problem. Almost every “slow” team I've seen was full of capable people working inside a system that fights them. You don't fix that by hiring harder; you fix the system.

Plain English is a professional obligation. If an engineering leader can't explain a decision in business terms, the business can't trust it (and shouldn't have to). Translation isn't a nicety I offer; it's how I hold myself accountable.

AI-era practices are now table stakes. How good teams ship changed. Pretending it didn't is falling behind in real time; adopting it without judgment is a different kind of mess. Teams need a deliberate position, and most don't have one yet.

Modernization is finishable. This isn't a transformation program that never ends. A team gets unstuck, keeps the new practices, and stops needing me. That's the goal; it's why my front-door offer is a two-week assessment, not an open-ended engagement.

Elsewhere

Talk to me

If any of this sounds like your team (or like your job right now), the first call is free and honest.

Book a free 30-minute intro call