The work below spans all three, and so does the thinking behind it: from
market positioning to kerning, from org design to interaction detail.
Every level of the decision stack is represented here.







Over twenty years building products at scale, leading teams,
and thinking across the full stack of engineering, product, and design.
It's rare to stand on all three sides of the product triangle. I started in software engineering, shifted to product management, and ultimately led enterprise-wide design organizations. That cross-functional fluency covers the full the journey: direction, design, and delivery.
Built a 34-person "Experience and Design" organization from the ground up and unified what had been a fragmented collection of siloed teams into a single, cohesive function. Introduced a Technical Product Manager role into the Product team, shifting PM capacity from tactical to strategic work, demonstrating that good organizational design is itself a product decision.
As the product leader behind Foundations A-Z, a ground-up zero-to-one initiative, we saw a gap in foundational literacy instruction and built directly into it, launching just as the field was leaning into the Science of Reading. Concept to market. Right moment.
The products I have led serve over 14 million students and 600,000 teachers globally. At that scale, staying nimble requires intention. I leveraged AI as an operational accelerant to keep the teams moving at the pace growth demanded.