I connect business problems to product decisions, then help teams deliver. Here’s what that has looked like across growth, global platforms, P&L ownership, team leadership and hands-on software work.
The company results below came through work with cross-functional teams. Early US and Canada growth and later global scale are distinct periods.
Growth system
Restore growth
Ticketmaster's US and Canada app was losing more users than it gained. The answer was not one feature. It was a connected activation system.
2M to 10M+ MAUs
$2B+ annual app revenue
14% to 41% push reach
Read the decisions and results
What was true
The app was useful after a ticket purchase, but gave fans little reason to return between events. Acquisition alone could not compensate for weak activation and engagement.
What I chose
I treated growth as a product system, connecting onboarding, first-session value, deferred activation, acquisition, and re-engagement instead of chasing an isolated feature win.
How I led it
I built the first mobile Growth Team, organized the work around the funnel, and gave each intervention a clear outcome and measurement plan.
What changed
Monthly users grew from 2M to 10M+, annual app revenue passed $2B, and reachable users through push grew from 14% to 41%.
What it taught me
Durable growth comes from improving the connected customer system. A collection of experiments is not a strategy until the experiences and measures reinforce one another.
Engagement infrastructure
Turn fan intent into product infrastructure
The platform knew what fans had bought, but not enough about what they wanted next. We needed an enduring preference signal, not another short-lived engagement tactic.
0 to 1B+ favorites
46-metric framework
Real-time dashboards
Read the decisions and results
What was true
Transaction history captured purchases, not the artists, teams, and events a fan cared about before a transaction existed. That limited personalization and made retention harder to understand.
What I chose
We made favorites a foundational product behavior and connected that explicit intent to onboarding, discovery, alerts, and the wider engagement strategy.
How I led it
I paired the product bet with a 46-metric AARRR framework, executive dashboards, and clear ownership so teams could see which behaviors correlated with retention and customer value.
What changed
Favorites grew from zero to more than 1B signals, giving the product a durable preference foundation for personalization, engagement, and retention.
What it taught me
A strong engagement feature can become company infrastructure when it creates a useful signal, improves the customer experience, and gives teams a shared way to learn.
Global platform
Earn and deliver the global platform bet
Twenty-one markets were operating across separate apps and local priorities. Consolidation required a long investment horizon while the business still expected quarterly progress.
21 markets
18 months
100+ stakeholders
35M+ MAUs
Read the decisions and results
What was true
The fragmented portfolio slowed product development, duplicated effort, and made a consistent fan experience difficult. A full consolidation was strategically necessary but operationally risky.
What I chose
I framed one global platform as a growth and operating multiplier, then structured the transformation as an 18-month staircase rather than one irreversible launch.
How I led it
I aligned more than 100 product, engineering, and business stakeholders around decision rights, risk gates, measurable releases, and a sequence that preserved room to learn.
What changed
All 21 markets moved onto one platform. The app reached 35M+ monthly users and supported more than $10B in annual revenue.
What it taught me
Large transformations become credible when leaders can see progress before the entire bet is complete. Sequencing is not project management around the strategy. It is part of the strategy.
Commercial turnaround
Rebuild the business model
LegalZoom's $30M+ estate-planning portfolio had products and demand, but no coherent roadmap or growth model. The work had to connect customer value, packaging, pricing, and economics.
$30M+ portfolio
Year-over-year growth
+22% LTV
+13% conversion
Read the decisions and results
What was true
The portfolio was commercially important but fragmented. Teams were improving individual products without a shared view of the customer journey or the business model they were building toward.
What I chose
I rebuilt the portfolio around customer needs and commercial coherence, combining product changes with pricing, packaging, subscriptions, and conversion work.
How I led it
I held the P&L and product strategy together, giving the cross-functional team one set of customer, conversion, lifetime value, and margin outcomes.
What changed
The portfolio returned to year-over-year growth. The bundle generated more than half of revenue, lifetime value increased 22%, conversion increased 13%, and margins improved 9%.
What it taught me
Product strategy and business-model strategy are the same conversation when the job is to create durable value. The customer proposition, economics, and roadmap have to move together.
Organization design
Build an organization that can scale
As the mandate grew from a regional growth problem to a global platform, personal intervention could no longer be the operating model. The organization needed clear ownership without losing speed.
Funnel-aligned pods
DRI ownership
Executive dashboards
Read the decisions and results
What was true
More scope brought more teams, dependencies, and stakeholders. Decisions could slow down or drift upward unless the organization had a shared language for outcomes and ownership.
What I chose
I designed the product organization around durable customer outcomes, with clear directly responsible individuals, shared principles, and measures that made progress visible.
How I led it
I built funnel-aligned pods, coached product leaders into broader responsibility, and used dashboards and operating reviews to make decisions at the right level.
What changed
The organization could carry a larger global mandate while preserving accountability. Product leaders grew into senior roles, and teams had a clearer connection between their work and business outcomes.
What it taught me
Scale requires deliberate delegation. Bring partners in early, make the decision rights explicit, then step back soon enough for strong leaders to build real ownership.
AI-native development
Shorten the distance from strategy to software
AI made it possible to turn product direction into working software much faster. The leadership question was whether to observe that shift or learn it directly and redesign how the organization worked.
Reviewed production code
iOS and Android
35M+ user platform
Read the decisions and results
What was true
Product leaders could now make strategy tangible without waiting for a complete delivery cycle. That changed the possible relationship between product, design, engineering, and executive decision-making.
What I chose
I went back into the code, built product and instrumentation prototypes, and used the working software to explore what an AI-native product organization could become.
How I led it
I contributed iOS and Android code through senior engineering review, while introducing AI-augmented development across product, design, and engineering.
What changed
Working prototypes gave teams and executives something concrete to evaluate. Analytics and performance improvements shipped into the apps, while the AI search and new experience work remained prototypes.
What it taught me
The point is not that every product leader should become an engineer. It is that leaders should use new tools to reduce the distance between an important idea, the evidence around it, and a responsible decision.
Current independent builds
Latest public build examples · October 2026
Consumer AI product
Live alpha with real users in early access testing. The buyer journey is being tested and improved.
AI SaaS product
Build in progress. Product workflows are being built and tested.
Today I’m applying that experience directly to independent AI products, from design decisions to working software and user feedback. These are early-stage builds, separate from the prior-company results above.
Your business doesn’t need to look like Ticketmaster or LegalZoom. If you need help connecting customer needs, business decisions and software delivery, that’s work I can take on with you.
Tell me what you want to change, who it would help and where you need a partner. We can talk through whether you need a software build, help alongside your team or advice on where to go next. A technical brief isn’t required.