Product Roadmap Development

I excel at defining product vision and roadmaps that align cross-functional teams with business objectives and drive measurable revenue. At Yesware, I transformed a flat-growth business by devising a new strategy with customers, then championed “Prospecting” functionality from zero to one—creating a differentiating data enrichment model that bypassed competitors. At Vendasta, I identified a play to increase our TAM 2x without changing team deliverables or diluting the core business. I balance strategic planning with agile execution, using customer research, market analysis, and data to inform decisions while maintaining flexibility to iterate quickly. My roadmaps don’t just outline features; they tell a story about where the product is going and why it matters to the business.

Data-Driven Decisions

We embed data analytics at every stage of the product lifecycle, establishing clear success metrics (e.g. API adoption rates, time-to-first-value, enterprise retention, etc.) before we make any major decision. We work with engineering to build dashboards that surface leading indicators so we can course-correct quickly, running continuous A/B tests on critical flows and analyzing cohort behavior to understand what drives engagement. At Yesware, this approach helped us identify a 40% drop-off in our onboarding flow; we redesigned based on the data and reduced drop-off by 60%. The best product decisions combine hard metrics with customer empathy—data tells you what is happening, but you need users to understand why and determine the right intervention.

Cross-Functional Team Leadership

I’ve built and led cross-functional teams of 50+ people across product, design, engineering, sales, and customer success. I’ve worked with teams operating across multiple time zones and continents. My approach is to establish clear product vision and strategy while empowering teams to execute with autonomy—I align stakeholders early through regular syncs with engineering on technical feasibility, design on user experience, and go-to-market teams on customer needs and competitive positioning. At Vendasta, I facilitated weekly cross-functional standups that cut our product-to-market cycle time by 25% by surfacing blockers early and ensuring everyone understood their role in the roadmap. I’ve learned that great products come from great collaboration, so I invest heavily in building trust across departments, translating technical constraints for business stakeholders and business objectives for technical teams, ensuring everyone feels heard and aligned on what success looks like.

Technical Fluency Working with Engineers

I’ve spent 20+ years earning credibility with engineering teams by actually understanding what they’re building. I’ve learned that we need to push for clarity at all times. I understand tech stacks—from API design patterns to distributed systems to the kind of database decisions that come back to haunt you. Engineers don’t need to translate for me. I can review docs, weigh in on technical trade-offs, and ship products that work at scale because I understand both the code and the customer. I am a Product Manager who bridges the gap without slowing anyone on the team down.

Agile Methodologies

I’ve led Agile product development using Scrum as a framework to ship fast and iterate based on real user feedback. I’ve run two-week and six-week sprints with clear acceptance criteria, daily standups to unblock the team, and retrospectives to continuously improve our process. The key is balancing velocity with quality—I work with engineering to break down complex features into shippable increments so we’re delivering value every sprint, not waiting months for a big-bang release. I work to adapt Agile principles to fit the team and product context rather than following dogma—sometimes that means longer sprints for infrastructure work, sometimes it’s Kanban for support-driven priorities. What matters is maintaining a steady cadence of shipping, learning, and improving.

Product Lifecycle Management

The best products aren’t born perfect—they’re discovered through disciplined iteration. In the 0-to-1 phase, I focus on shipping early and often to replace assumptions with real-world feedback. This “Ship, Learn, Repeat” approach means getting a minimal viable product into users’ hands quickly, extracting meaningful insights from how they actually use it (not how we think they will), and rapidly incorporating those learnings into the next iteration. It’s about building momentum through validated learning rather than pursuing perfection in isolation. Whether launching a new API capability, developer tool, or enterprise platform, this philosophy has helped me build products that solve real problems and scale effectively from zero to substantial ARR.

Enterprise Experience

Building for enterprise customers requires balancing speed with precision. I’ve spent years working with customers like Yelp, Twitter, and Autodesk, understanding that enterprise products demand more than just features—they require robust APIs, comprehensive security controls, seamless integrations, and the operational rigor to support mission-critical workflows at scale. Success comes from progressive rollouts, deep customer partnerships, and iterating within the constraints of SLAs, compliance requirements, and multi-quarter roadmaps. I’ve helped scale B2B platforms to $100M+ ARR by understanding that enterprise success is built on trust through reliability while maintaining the agility to evolve with customer needs.

Builds Product & Design Teams from Scratch

I’ve built product and design functions from the ground up multiple times, turning empty org charts into high-performing teams that ship products customers love. Success comes down to the fundamentals: hiring people who care about outcomes over outputs, establishing the right rituals and frameworks, and creating genuine collaboration. The hardest part isn’t actually the hiring—it’s building the culture and processes that let talented people do their best work.