Head of Software Engineering · Founder, Ordinara

I build, scale and recover the engineering organizations behind software that has to work.

25+ years across automotive, aerospace and industrial embedded systems. Continental, Visteon, GE Aerospace, Delphi. Now running Ordinara, where senior judgment is amplified by a production AI delivery system.

25+
Years
110+
Engineers led
6
Countries
Agustín Carrillo
Shipped for
ContinentalVisteonGE AerospaceHELLADiehl ControlsDelphi
The record, in defensible numbers
25+
Years shipping safety-critical software
Continuously since September 1999.
110+
Engineers in a global organization
Mexico, Germany, Singapore and the USA.
+72%
On-time software delivery, YoY
Cockpit Electronics org, Continental.
25% → single digits
Attrition, reduced and held
Through a full turnaround.
60%
Workforce reassigned in a carve-out
Attrition held under 8% throughout.
70% → 100%
SLA compliance at HELLA
Sustained, within twelve months.
+42%
Quality KPIs at GE Aerospace
Vehicle Management Systems.
6
Countries of teams led
Mexico, USA, Germany, Singapore, Bulgaria, Romania.
Trajectory · 1999 to today

Four chapters, one discipline

Not a job list. Each chapter changed what I was responsible for, and each taught something the next one needed.

1999 to 2006

The safety-critical foundation

Delphi, in Queretaro and Ciudad Juarez. Airbag restraint, body and security, bootloaders, then safety-critical Passenger Occupant Detection Systems for Ford and Mercedes-Benz launches. Embedded C and Assembler, bare metal.

Discipline is not paperwork. It is what lets a fix ship without breaking the safety case.

2006 to 2016

The org-building years

Engineering Group Manager at Delphi across occupant safety, body, security and telematics. Then R&D Manager at Diehl Controls, 23 engineers across firmware, hardware and mechanical, on embedded oven controls. Then Corporate Engineering Solutions Manager at HELLA, where SLA compliance went from 70% to a sustained 100% in twelve months.

A team's output is capped by the plan it shares, not the talent it holds.

2016 to 2024

The turnaround and scale years

Quality KPIs raised 42% at GE Aerospace on Vehicle Management Systems. Built the North America embedded organization from zero at Visteon across the USA, Mexico and Bulgaria. Then Head of Software Engineering for Cockpit Electronics at Continental: a 110+ engineer global organization, on-time delivery up 72% year over year, attrition cut from 25% to single digits, and a carve-out that reassigned 60% of the workforce with attrition held under 8%.

You cannot rescue delivery without rescuing the people delivering it.

2024 to present

The founder chapter

Ordinara LLC. A US-registered software and AI advisory practice: fixed scope, fixed fee, engineering deliverables, senior-only judgment, and a production AI delivery system I built and operate myself.

The same discipline that ships a cluster to an OEM date scales down to a single, honest engagement.

Signature work

Four problems, told the way an engineer tells them

The situation, the hard part, what I did, and the result. Every one is documented work history.

Continental · Ford Bronco digital cluster

Ford Bronco S-family: field fix without a recall

Situation

As Head of Software Engineering for cockpit electronics, a field issue surfaced on the Ford Bronco S-family: intermittent display de-illumination on units already in production. Safety-critical, escalated by a demanding OEM, with recall risk in the millions.

The hard part

The task: root-cause it and ship a fix without a hardware recall. The fault did not reproduce easily on the bench, and it lived in a concurrency marginality of the dual-processor design: non-atomic read-modify-write operations on shadow RAM in the init routine, racing the CAN interrupt handler, behind an integrity check too weak to catch the silent corruption.

What I did

I took over the task force lead in front of the OEM and stood up a global SWAT team within 48 hours across Mexico, Germany, Singapore and the United States. I ruled out a hardware respin; the fix was pure software: the arbitration flag moved into its own volatile-qualified, naturally aligned memory cell, and every read-modify-write was wrapped in a critical section for atomicity against the CAN ISR. We validated with HIL and in-vehicle testing across sites, and I kept the team motivated to sign-off under sustained OEM pressure.

Result

Field issue resolved with no recall, series production protected, OEM trust recovered, zero hardware change, and ASPICE process maturity lifted in the same effort.

Cypress MCU · NXP MPU · shadow RAM · CAN ISR · critical sections · HIL + in-vehicle validation
Visteon · GM T1xx global cluster

Feature-complete against a fixed OEM date, carrying debt

Situation

The GM T1xx global cluster program carried heavy technical debt against a fixed OEM date, with 50+ engineers across the US, Mexico and Bulgaria plus Luxoft contractors in Ukraine and Guadalajara.

The hard part

The platform was inherited, with fundamental flaws not priced into the award. Safety logic and rich graphics also could not share one processor without compromising one, and the date would not move.

What I did

With the architects I reviewed the inherited platform and raised its flaws early so they got resourced, not absorbed. I ran the master sprint plan that protected velocity and quality toward feature-complete, coordinated the HMI and graphics team on the NXP MPU to it, and managed the team that kept graphics and the AUTOSAR Classic safety side on the Cypress MCU in lockstep over the protected UART bridge.

Result

Feature-complete in five months, through GM's Tier-1 quality gates.

AUTOSAR Classic · Cypress MCU · NXP i.MX + QNX · UART IPC · 100BASE-T1 display link
Delphi · AAA Insurance telematics

A first-of-its-kind product built from nothing

Situation

A first-of-its-kind aftermarket telematics product for legacy vehicles, built from nothing: no existing functional modules, an aggressive deadline, and a five-engineer hardware and software team.

The hard part

Everything was new at once: an OBD-II hardware module, multi-vehicle decoding, GPS, cellular, over-the-air programming and RF signaling had to cooperate on a constrained target, against a schedule that assumed reuse that did not exist.

What I did

I led the product concept and technical strategy for the new line, led the team that architected the platform on a Micrium uC/OS RTOS with third-party libraries for multi-vehicle decoding, led the location tracking and remote door-lock logic in embedded C and C++, and coordinated a dedicated validation group proving GPS accuracy and RF integrity under field conditions, not lab conditions.

Result

Successful market launch, delivered by a small focused team.

Embedded C/C++ · Micrium uC/OS · OBD-II · GPS · cellular · RF · OTA · geofencing
Delphi · Chrysler PODS bootloader

Units going brain-dead on the production line

Situation

Chrysler PODS units were going brain-dead during vehicle-level reflashing, halting production.

The hard part

The corruption happened mid-reflash, deep in memory, and left no obvious trace at the application level.

What I did

Traced it through deep memory analysis to the first bootloader section being partially erased during the J1850-over-CAN sequence, and shipped a memory boundary protection fix.

Result

100% reflashing reliability restored. The fix became the business unit's documentation benchmark.

Embedded C · Assembler · bare metal · J1850 over CAN
Architecture, drawn

Four sheets, one discipline

The same engineering story, told in drawings: a shipped program, the platform it points to, the thesis that governs delivery, and that thesis running in production today.

01

A shipped program

Two processors, one safety case: the GM T1xx digital cluster.

The T1xx dual-processor cluster architecture. · Click to enlarge
02

Where platforms are going

From dedicated ECUs to central compute, deterministic Ethernet and zonal I/O.

The software-defined vehicle reference E/E architecture. · Click to enlarge
03

Why delivery holds

Architecture decisions, quality process and team capability, converging on one plan.

The alignment thesis. · Click to enlarge
04

The thesis in production

Ordinara's AI delivery system: gated pipeline, human approval, live cost accounting.

The delivery system, drawn. · Click to enlarge
How I work

The technology is rarely the real problem

Delivery fails when three things drift apart: the architecture decisions, the quality process, and the capability of the team. Each can be locally reasonable and still point at a different plan. The program pays for the gap between them.

So I start where the drift is, not where the noise is. Sometimes that is an architecture that quietly assumed a schedule nobody agreed to. Sometimes it is a quality process that produces evidence no one trusts. Most often it is a team that was never given one plan to be good at.

The AI delivery system at Ordinara is an extension of the same idea: senior judgment, amplified by working agents, applied to the 20% of the workflow where it actually pays, with every claim defensible in a due-diligence call.

Align before you accelerate

A faster team pointed at the wrong plan just reaches the wall sooner.

Evidence over assertion

If a number cannot survive a due-diligence call, it does not get written.

Rescue the people, not just the schedule

Attrition and delivery are the same problem seen from two ends.

The company
ORDINARA

Ordinara is a one-principal software and AI advisory practice. It helps organizations building embedded and software-defined products find where AI genuinely pays, and implements it with the discipline of safety-critical engineering: fixed scope, defensible numbers, senior-only judgment. The delivery system is disclosed, never disguised as staff.

This site is the person. Ordinara is the offer. Pricing and engagement terms live there.

Visit ordinara.ai
Writing and research

A working technical vault

I maintain a 29-document technical vault, in English and Spanish, across the areas the work actually touches.

AI and safetyCybersecurityFunctional safetyOrganization and leadershipR&DSoftware-defined vehiclesProject delivery

Published in both languages. Selected pieces are shared through Ordinara and LinkedIn.

Credentials

Verified against official documents

Tecnologico de Monterrey (ITESM), Campus Queretaro

MBA, Business Administration and Management

Completed while managing engineering teams full-time at Delphi.

Class of 2011GPA equivalent 3.7 / 4.0
Instituto Tecnologico de Queretaro

Bachelor of Engineering in Electronics

Control theory, power electronics and microprocessor applications coursework: the hardware and software interface grounding beneath the embedded career.

Class of 1994GPA equivalent 3.6 / 4.0
Recommendations

Quoted verbatim from the six recommendation letters on file.

Agustin stepped up and took over the task force lead in front of a very demanding customer and challenging situation.
Radu Teaha Head of Software, Continental BA User Experience Former leader at Continental
He consistently demonstrated a strong sense of ownership, adaptability, and a collaborative spirit that inspired those around him.
Sichem Guzman Flores Senior Software Engineering Manager, Visteon Corporation, 2025 Former peer at Visteon
Agustin is a highly results oriented leader and has a complete analytical vision and excellent negotiation skills.
Rick Oppor R&D Director, Diehl Controls Former leader at Diehl Controls
He is very good at understanding the interests of the management and communicating them to the team in an understandable way.
Prof. Dr. Arun Nagarajah University of Duisburg-Essen; hired him as group leader at HELLA, 2022 Former leader at HELLA
He is customer focused, proactive, and always willing to go the extra mile to ensure our projects success.
Alex Arias Head of Product Development Center, Instrumentation and Digital Clusters, Americas, 2024 Former peer at Continental
Agustín showed great skills to adapt and contribute in our activities in order to improve our current processes.
Gustavo Guzmán PLM Business Consultant and Solution Architect, CT Solutions, 2022 Former contributor at HELLA

Two ways to work together

I run Ordinara full time and I am selective, not available. That said, an important engineering-leadership role or an important contract is worth a direct conversation. I answer both myself.