EXPERIENCE

My career has taken me through software, ecommerce, manufacturing, SaaS, marketing, operations, business development and product leadership.

The common thread: Building something that didn't exist before, improving something that wasn't working or helping an organization figure out what to do next.

Deck Commerce

Product Director

I lead product development for an ecommerce order management SaaS platform serving B2C and B2B businesses.

My role spans product strategy, product management, UX, customer needs, technology, integrations and execution. I lead multiple product teams and work closely with engineering, customers, sales, implementation and executive leadership.

Among my responsibilities:

• Product vision and strategy

• Product roadmap and prioritization

• Product discovery and requirements

• Product-management processes and practices

• UX/UI collaboration

• API and integration strategy

• Customer and stakeholder engagement

• Cross-functional planning and execution

• Product-team leadership and development

My focus is not simply on delivering features. It's on understanding which problems are worth solving, why they matter to the business and how we can build the right solution effectively.

Chromatic Technologies

Product / Marketing / Business Development Leadership

At Chromatic Technologies, I worked across product development, marketing, business development and new-market development.

I helped identify opportunities, develop products, bring them to market and establish the commercial strategies required to turn technical capabilities into businesses.

Highlights included developing and launching photochromic ink products for major consumer brands including Molson Coors and PepsiCo/Frito-Lay, as well as managing a massive European Coca-Cola thermochromic campaign across seven markets, with 21 manufacturers.

This experience reinforced something that has remained central to my career:

A product isn't finished when engineering ships it.
It's finished when customers value it and the business can make money from it.

Taylor Corporation / Current USA

Leadership / Product / Operations

I joined Current USA during a period of significant business challenge and became part of a leadership effort focused on improving the company's financial and operational performance.

The transformation ultimately took the business from approximately a $13 million loss to near break-even.

My work crossed the boundaries of product, technology, operations and business improvement.

I also led implementation of a high-utilization digital printing operation that reduced inventory by approximately 40%, or $1.8 million, over 18 months.

This was an important period in my career because it taught me that product decisions don't happen in isolation.

Product, operations, technology, and financial performance are connected.

ECS Labor law posters

Start-Up / General Manager

Our company president tapped me to spearhead ECS Labor Law Posters as an market disruptor (to our own brands) / internal startup, and we built it into a new revenue-generating business.

The business generated approximately $2 million in its first year.

This was product management in its broadest form: identifying a customer problem, developing the offering, establishing the business model, creating processes, marketing the service, running operations and ultimately delivering something customers would pay for.

It remains one of the experiences that most strongly shaped how I think about product leadership.

Alamo Rent A Car

Product / Technology / Digital Innovation

I co-led development of QuickRent, an early digital rental experience designed to allow customers to complete more of the rental process online and bypass traditional counter processes.

Long before "digital transformation" became a corporate buzzword, the underlying question was already familiar:

How can technology fundamentally change the customer's experience?

That question has followed me throughout my career.

Earlier Career

My earlier career included roles spanning software development, product development, operations, marketing, business development and technology.

That breadth has become one of my greatest strengths as a product leader.

I understand what it means to sit on each side of the table:

• What the customer wants

• What the business needs

• What sales can sell

• What marketing can communicate

• What operations can support

• What UX should design

• What engineering can build

• What the product team should prioritize

That perspective allows me to connect conversations that frequently happen in separate organizational silos.