I lead products with the perspective of someone who has designed, built, launched, and scaled them.

My path to product leadership was not a straight line.

I began my career in product design, user experience, and front-end development. Working close to customers and the product taught me how business requirements, technical decisions, and design choices come together in the final experience.

I later founded and operated a digital product business. That experience gave me a broader perspective on building products. I had to understand customers, manage competing priorities, work within real constraints, and take responsibility for the complete outcome.

Over time, my work expanded from designing individual experiences to leading complex products and enterprise platforms. I have worked across SaaS, commerce, mobile applications, connected devices, developer ecosystems, and shared platform experiences.

That breadth has taught me to look beyond individual features and understand the complete product system. I consider how customer needs, business priorities, technology, operations, and user experience influence one another.

As a Director of Product Management, I create product direction, make investment decisions, guide Product Managers, and align cross-functional teams around meaningful outcomes. I stay close to customers and work closely with engineering throughout the product lifecycle, from discovery and prototyping through technical validation, delivery, and iteration. This helps teams identify risks early, make better decisions, and reduce uncertainty before significant investment.

The path may not have been linear, but each stage gave me a perspective I rely on today. I understand how products are designed, built, launched, operated, and improved, and I use that experience to help teams make clearer decisions.

AI changed how I work. Product judgment still leads.

AI has shortened the distance between an idea and something tangible. I use AI-assisted research, working prototypes, automation, and technical validation to explore opportunities, test interactions, and understand technical possibilities earlier.

For example, I build working prototypes with Claude Code to make emerging product concepts concrete before significant engineering investment. This helps clarify requirements, expose technical constraints, and improve conversations with engineering and design.

But speed is not the same as value. AI can help teams explore and build faster, but it cannot replace product judgment. Leaders still need to determine which problems deserve attention, what customers will trust, where automation is appropriate, and when human oversight is essential.