The story
Newest first. Every stop is a company, the product that mattered there, and the STAR behind it:situation · task · action · result
2025–now
Principal Product Manager (L7)
One engagement standard + agentic analytics
- s
- Fire TV, Kindle, Echo, and Ring each measured engagement their own way across 500M+ devices.
- t
- Make the numbers mean the same thing everywhere, then make them answerable without an analyst.
- a
- Standardized engagement data across the device ecosystem, then architected an agentic analytics platform over 10PB that turns plain questions into governed, permissioned cohorts and analyses.
- r
- Launch teams run daily readiness off it instead of waiting on analyst pulls. The business finally counts a device customer once instead of once per product line.
Before Amazon, Yotascale. Left after the CoreStack acquisition.
2024–25
Head of Product Management
TCO pivot → CoreStack acquisition
- s
- Cloud cost visibility was a market with roughly 80 competitors and shrinking differentiation.
- t
- Find a defensible position, fast.
- a
- Interviewed 20+ C-level leaders and pivoted the platform to Total Cost of Ownership attribution with virtual tagging. Shipped a Slack cost agent from weekend POC to production in 30 days.
- r
- Okta, ClickUp, and Roblox renewed. The work was instrumental in CoreStack acquiring Yotascale.
Before Yotascale, McGraw Hill. Left when private equity reset the strategy.
2022–24
Sr. Director, Product Management
Enterprise Data Share, redirected by segment
- s
- I inherited an Enterprise Data Share product built to one spec, close to shipping, with no signal it fit how K-12 and higher-ed customers worked day to day.
- t
- Decide whether to ship it as built, kill it, or find a third option, before it reached a single pilot district.
- a
- Ran customer interviews across six pilot accounts, found the fit broke differently for K-12 than for higher-ed, and redirected delivery so each segment got its own version instead of one generic rollout.
- r
- Adoption reached 27 customers, 16 K-12 districts and 11 higher-ed institutions, and retention on the higher-ed side went from 92% to 99%.
Before McGraw Hill, WGU. Left in a product-org reorganization.
2021–22
Sr. Group Product Manager
Degree planner + self-service re-enrollment
- s
- Students were dropping in the early weeks and nobody could see the friction causing it.
- t
- Raise renewals at a school where renewals are the revenue.
- a
- Instrumented the journey with Pendo, redesigned the degree planner off rage-click data, and took the humans out of re-enrollment.
- r
- Renewals up 12%, worth $60M+ a year, and first-two-week engagement up 27%. The PM org grew from 7 to 15 along the way.
Before WGU, Adobe Workfront. Left after the Adobe acquisition.
2018–21
Principal Product Manager
Self-service BI, zero to one
- s
- Reporting ran on legacy Oracle objects. Customers were managing work inside reports because the designed workflow couldn't keep up.
- t
- Turn analytics into something worth an enterprise upgrade.
- a
- Migrated to a Kafka-to-Snowflake stream, built self-service BI with ML predictive burndowns, and priced it against a survey of 800 executives.
- r
- $25M in new enterprise-tier revenue, and Forrester ranked the portfolio #1.
Before Workfront, Overstock. Left to run data and analytics.
2018
Sr. Group Manager, Product
Personalized campaign landings
- s
- Email drove a quarter of $2B in revenue, but 90% of clicks landed on a generic homepage.
- t
- Make the landing page match the email people clicked.
- a
- Built an engine that ingested the campaign asset ID and customer profile, then rebuilt the page around that product.
- r
- Conversion went from 1.2% to 4.5%, time on page tripled, and the first quarter added $10M.
