I define what to build, why to build it, and how to make it succeed in market. My background gives me a rare combination: the technical depth to architect and ship scalable systems, the leadership experience to mentor and grow engineering teams, and the GTM instincts to drive real user adoption and revenue.
AWS Solutions Architect Professional (re-certified 2025) with an MIT MBA. I am currently shipping live products and actively exploring senior PM opportunities.
Click on a core skill below to view some of my key professional achievements in that area.
Click a skill above to see my top related accomplishments.
A few principles I try to work by:
Each role below is a step in the same direction: broader scope, deeper PM ownership. Toggle "The Full Story" above to read what connected each one.
Owned the full product lifecycle for discovery, architecture, build, and GTM for two live backcountry safety products, achieving 50% month-over-month user growth.
PM Focus: User Interviews, Roadmap, GTM, AWS Serverless Architecture, CI/CD
The Proof: TextMe is where I ran the full PM playbook on my own. I validated the problem through user interviews, wrote the PRDs, architected the backend, ran a 30-person beta, and executed the GTM with very little paid budget.
50% month-over-month user growth came from a short feedback loop run consistently. User interviews shaped the roadmap. The roadmap drove the product.
Managed and mentored 6 direct reports, grew sprint throughput 20% by redesigning backlog and sprint cadence, shipped an ML-powered product feature, and launched a new fulfillment operation that cut delivery times by over 30%.
PM Focus: Team Mentoring, SDLC Improvement, ML Product, Operational Scaling
EM and PM Together: At Amberbox I managed the team and owned the product direction. I was setting strategy for an ML integration, writing the business case for a new fulfillment product, and making the calls that shaped what we shipped and when.
Zero voluntary attrition and a 30% cut in delivery times came from clarity. I removed ambiguity before it became a blocker and kept the team focused on the right problems.
Wrote and presented the business plan for a full product rearchitecture; led cross-functional GTM launch contributing to $4M in new contracts and $1M/year in cost savings.
PM Focus: PRDs, Roadmap, Cross-Functional GTM, Cost Optimization, Agile/Scrum
Finding the Problems and Fixing Them: At Arturo I was part of the management team focused internally. As the company was growing from 40 to over 100, I formalized, documented, and ran the SDLC process. I also identified and corrected partner billing errors and cut cloud infrastructure costs, contributing to over $1M per year in savings.
Backlog management and sprint cadence were slowing the team down. I helped the teams work through a cold-start problem by helping clean up the backlogs myself and improved throughput by 20% without adding headcount. During this period the company closed over $4M in new contracts. The pattern at Arturo was consistent: assess what's not working, make the case for the fix, and execute it.
Architected a system ingesting over 500GB of weather data daily, managed a 3-person contractor team to ship a React frontend in under 3 months on a $2,500 budget, and doubled session duration through user interview driven iteration.
PM Focus: Product Architecture, Contractor Management, GTM, User Research
Building Technical Depth: After NBC I knew I was strong at strategy but dependent on engineers to evaluate feasibility. Snow Intel was how I fixed that. I picked a hard customer problem, set a tight budget, and built it myself.
I architected the data pipeline, self-hosted the servers, hired contractors for the frontend, and ran all marketing. Doubling session duration came directly from user interviews shaping the roadmap. I shut it down when I realized the core problem was physics, not software. Knowing when to stop is part of the job.
Led cross-functional GTM and A/B testing for a new subscription product launch, achieving a 27% lift in conversion and directly growing 10%+ of the subscriber base.
PM Focus: GTM Strategy, A/B Testing, UX Research, Subscription Growth
PM Fundamentals: This was my first formal PM role. I wrote PRDs, managed the backlog and roadmap, ran A/B tests, and presented results to executives.
I found I was good at the strategy, but realized I needed deeper technical skills to truly lead engineering teams and earn their trust. That realization sent me on a deliberate path to build technical depth from the inside out.
Specialized in the intersection of engineering and business strategy.
Key Focus: Strategy & Operations
The PM Toolkit: I came to Sloan to understand how businesses make strategic decisions. I left with something more valuable: the conviction that the only way to know if a product is good is to build it and put it in front of users.
The MBA gave me the vocabulary of strategy and finance, but it reinforced that my competitive advantage would be the ability to combine strategic clarity with technical execution, moving faster than a pure strategist and thinking more broadly than a pure engineer.
Led client-facing integration activities with NASA on the Joint Polar Satellite System; grew from writing test procedures to managing a team and owning mission-critical delivery milestones.
Focus: Systems Integration, Requirements, Team Leadership
The Gap: I could ship systems that met specifications, but I wanted to own the outcome. I was fixing requirements documents for a satellite program, but the product decisions were made elsewhere. I wanted to be the one asking "How much are we willing to spend on testing this system?"
That question sent me to business school, and eventually into product management.
Foundational engineering degree.
Key Focus: Mechanical Engineering
The Foundation: An engineering degree taught me how to think rigorously, asking "how does this actually work?" before jumping to a solution. I interned at Pratt & Whitney on the F135 engine for the F-35 fighter jet and discovered I was good at systems thinking.
But I also discovered that what I wanted wasn't to optimize a part in isolation; it was to have a direct impact on whether a product succeeded or failed in the world. That instinct is what ultimately drove me toward product management.
I maintain my detailed work history, endorsements, and professional network on LinkedIn. You can view my complete professional profile there: