I combine direct product-management experience with enterprise product operations, executive decision support, and implementation leadership. Over 15 years, I have helped product and technology organizations translate ambiguous priorities into product decisions, operating systems, and cross-functional execution. My experience spans product strategy, business cases, prioritization, delivery systems, engineering effectiveness, organizational transformation, global operating models, and capability development.
Areas of Leadership
- Product strategy, requirements, prioritization, and release planning
- Product operations, intake, planning, dependencies, and delivery visibility
- Executive decision support and implementation leadership
- Business cases, ROI framing, Cost of Delay, and investment tradeoffs
- Engineering effectiveness, DevOps modernization, and flow improvement
- Operating models, playbooks, dashboards, standards, and capability development
Professional Experience
Embedded enterprise advisor across more than 35 product and engineering teams and five portfolios in a regulated insurance environment. Partnered with Product Managers, Product Owners, Engineering leaders, Scrum Masters, Release Train Engineers, business stakeholders, and the Lean-Agile Center of Excellence.
- Redesigned feature and story preparation so refinement, readiness, and dependency discovery occurred before quarterly planning. Most teams reduced planning from about three business days to two; one highly engaged team reduced planning from 3.5 days to one.
- Partnered on dozens of business cases, leading, mentoring, or reviewing analysis that estimated labor savings, revenue potential, risk-adjusted value, effort, and dependencies.
- Taught Engineering Managers to frame technical work in economic terms — for example, translating 300 hours of monthly labor avoided at $200 per hour into a decision-ready value case.
- Combined business and technical roadmaps into one ranked view using relative Cost of Delay, giving technical debt, cost reduction, and risk work a credible basis for competing with customer-facing features.
- Co-led a CTO-sponsored DevOps modernization across approximately 40 teams; co-created a 24-practice, 11-stage maturity model and directly coached close to 30 teams across two survey rounds.
- Helped teams turn assessment findings into quarterly objectives and roadmaps extending 18 months, with leadership reporting and practical implementation guidance.
- Developed and tested a six-to-twelve-month Scrum-to-Kanban transition model, proving it with several teams and putting six more on a path toward true flow, meaningful WIP limits, and control-chart-driven improvement.
- Improved delivery systems supporting insurance claims, including a customer-facing support bot that escalated unresolved issues into ticketing and a document-management team balancing roadmap work with service demand.
- Piloted Microsoft Copilot backlog workflows with Product Owners and Scrum Masters, using transcripts and source documents to draft features and stories with business context, measures, dependencies, and acceptance criteria.
- Promoted from Senior to Expert Agile Coach in recognition of practical depth, experience, and ability to translate complex systems into usable frameworks.
Sole dedicated Agile Coach for Salesforce IT for three years and a CIO-level internal advisor during growth from approximately 25 to more than 115 teams across the United States, Ireland, and India.
- Authored an enterprise Project Playbook at the request of the CIO and PMO leader, creating a three-phase model for initiation, iterative delivery, operational transition, required artifacts, and support handoffs.
- Rolled out the Playbook through workshops and project-start walkthroughs; it became the reference model for large multi-team programs involving roughly 80% of IT delivery teams.
- Designed and scaled a longitudinal maturity program from approximately 30 teams in five verticals to 80 teams in eight verticals, more than 500 respondents, and approximately eight cycles over five years.
- Prepared recurring dashboards, slide decks, and recommendations for the CIO staff and PMO leader, supporting decisions about staffing, team structure, coaching investment, priorities, sequencing, and operating changes.
- Maturity findings helped leadership determine that Business Technology was not ready to combine QA and Development, supporting retention of QA as a separate function.
- Contributed to analysis of team size, geographic distribution, backlog health, and delivery performance that informed global team-design guidance.
- Supported operating-model and delivery integration following the ExactTarget acquisition, helping teams reconcile different processes, tools, roles, and expectations while maintaining active delivery.
- Taught Product Managers and Product Owners prioritization methods including Kano, WSJF, Sum of Squares, and MoSCoW, plus a riskiest-failure-mode-first approach to proofs of concept.
- Designed role-specific capability programs, internal certifications, Communities of Practice, workshops, and onboarding resources; hosted more than 72 multi-day events, reaching approximately 1,300 attendees and training more than 250 practitioners.
- Led Kanban transitions for support, maintenance, design, and rapid-release teams whose work did not fit a two-week sprint model.
Earlier Product and Operations Experience
Portrait Displays
Project Manager; promoted to Product Manager
2004–2006
Owned product requirements and release planning for DisplayTune, a graphical calibration interface bundled with premium LCD monitors from Acer, Sony, Fujitsu-Siemens, Hyundai, and iiyama. Managed two-to-six-week OEM launch windows, production schedules, support-site delivery, feature tradeoffs, validation, and releases across 25 language localizations.
Nokia
Compliance Manager — Product Management Job Family
2007–2009
Managed compliance, certification, provisioning, and developer enablement for Nokia's SNAP Mobile Java gaming platform. Made onboarding, exception, compatibility, and release-timing decisions; reduced provisioning handoff time from days to hours by establishing dedicated communication channels and service-level expectations.
Bio-Rad Laboratories
Web Publishing Manager — E-commerce and CMS
2012
Managed content and release operations for a global medical-diagnostics e-commerce platform. Reduced lead time by approximately 80% for selected categories of website content changes and defect-resolution work.
Independent Consulting
Business Process, Product, and Marketing Consultant
2010–2013
Advised technology and nonprofit clients on operating processes, digital products, and marketing strategy.
Education and Credentials
- MBA, Managing Technology and Innovation; Marketing — Santa Clara University
- BA — Swarthmore College
- SAFe Program Consultant 6.0
- Certified Scrum Professional — Product Owner
- Kanban Management Professional
- Enterprise Services Planning
- MIT Sloan — Mastering Design Thinking