Writing & Thinking
Personal essays, poems, and experiments. Not a product blog.
Real engagements, real stakes. Stalled products, broken workflows, and delivery risk — identified, fixed, handed off.
Brontes Technologies / 3M · Support Engineer → Head of Customer Support
Brontes was days from commercial launch with no support function, no budget, and no plan. I proposed building it from scratch, hired bartenders instead of Linux engineers, and built the only team that survived the company-wide layoff when 3M shut down the division.
Gap Inc. (via Slalom) · Consulting Product Manager → Interim Director
A 15-person monitoring platform team was deadlocked by leadership conflict, with 130+ ecommerce teams waiting and PEAK weekend approaching. Broke the impasse, drove full adoption of new observability platforms, and delivered complete visibility across the event.
Checkr · Senior Product Manager
Connected engineering's dev environment with sales' demo needs, reducing prospect prep time from 2 hours to 20 minutes and saving an estimated $5M annually.
Engine Yard · Director of Customer Support → Product Lead
Engine Yard's leadership thought poor support was behind customer attrition. They were wrong about the cause. I found a neglected team carrying weight they didn't create — and turned it into a $1M annual profit center in four months.
New Relic · Product Lead
Built a simplified observability product for marketing managers, achieving 70% signup conversion vs. 15-20% for existing entrances — proving market expansion through packaging innovation rather than new technology.
Checkr · Senior Product Manager
Connected engineering's dev environment with sales' demo needs, reducing prospect prep time from 2 hours to 20 minutes and saving an estimated $5M annually.
Engine Yard · Director of Customer Support → Product Lead
Engine Yard's leadership thought poor support was behind customer attrition. They were wrong about the cause. I found a neglected team carrying weight they didn't create — and turned it into a $1M annual profit center in four months.
Brontes Technologies / 3M · Support Engineer → Head of Customer Support
Brontes was days from commercial launch with no support function, no budget, and no plan. I proposed building it from scratch, hired bartenders instead of Linux engineers, and built the only team that survived the company-wide layoff when 3M shut down the division.
New Relic · Technical Program Manager → Product Lead
Re-architected a static engineering asset into a dynamic marketing platform, achieving a 4x increase in user signups by unlocking cross-functional ownership between Engineering and Marketing.
Checkr · Senior Product Manager
Led a six-group vendor evaluation and alignment process that replaced crude, untargeted in-app messaging with a coordinated platform — earning adoption and explicit thanks from every stakeholder group, including Legal.
Gap Inc. (via Slalom) · Consulting Product Manager
Stepped in as interim PM for four leaderless infrastructure teams 13 weeks before Black Friday. Stopped attrition, resolved cross-org hostility, and delivered zero downtime on the highest-stakes weekend of the year.
Checkr · Senior Product Manager
Led a six-group vendor evaluation and alignment process that replaced crude, untargeted in-app messaging with a coordinated platform — earning adoption and explicit thanks from every stakeholder group, including Legal.
New Relic · Technical Program Manager → Product Lead
Re-architected a static engineering asset into a dynamic marketing platform, achieving a 4x increase in user signups by unlocking cross-functional ownership between Engineering and Marketing.
I usually get called in when one of these is true: a product area has stalled, a team is shipping but not solving the right problem, internal workflows are slow or politically tangled, or a deadline is real and there is no time for theater.
I step into product organizations that need senior judgment without committing to a full-time hire. Defined scope, finite engagement, clean handoff.
Broken internal tooling creates invisible drag on every team it touches. I find the leverage points, fix the workflow, and build the systems your team actually needs.
I work well when momentum has dropped, the problem is fuzzy, and the cost of drift is high. I diagnose quickly, push back on the wrong work, and restore forward motion.
I'm not a generic PM-for-hire. My work tends to sit at the intersection of product judgment, operational clarity, and technical empathy. I'm most useful when a company needs someone who can understand the system quickly, push back on the wrong work, and restore forward motion without creating more noise.
Talks on product management, customer empathy, and data visualization.
Building products that truly understand user needs
Customer discovery frameworks for product managers
Data visualization techniques with D3.js
Before I was working this way, much of my public-facing work showed up as data visualization and technically detailed product experiments. It’s here because it reflects how I think: structure matters, clarity matters, and good interfaces change what people can understand.
Personal essays, poems, and experiments. Not a product blog.