Portfolio

My work with Rebrandly began as a fractional consulting engagement focused on how customers found the product, understood its value, and started using it. Rebrandly provides link-management tools, and I came in to help with product-led growth, positioning, and customer segmentation.

I started with a Product and UX Deep Dive. One question connected much of the assessment: did a customer's reason for arriving at the website carry through signup and into the product? Someone looking for a particular use case should be able to recognize the value and reach a useful first outcome. Looking at those steps together helped connect the website's message to the experience that followed.

• Follow the customer journey. I organized the assessment around awareness, acquisition, activation, retention, expansion, and advocacy. At each stage, I documented what worked, where the experience created friction, and what I recommended investigating or changing.
• Connect positioning to the product. The recommendations linked customer segments and use cases to navigation, onboarding, and the discovery of relevant capabilities. I also examined how trial design and product usage could inform a handoff to sales.
• Give the team something to work through. I produced a written assessment and companion presentation, with qualitative research and funnel analysis proposed to test the recommendations. A shared research practice was part of the proposal, so teams could build a more consistent understanding of customers.

The engagement expanded into helping lead the website's repositioning and relaunch. I subsequently joined Rebrandly full time in product leadership. The assessment and the execution that followed were distinct phases, with the working relationship growing as the scope became clearer.

I enjoy getting far enough into a problem to make a useful recommendation, then working with the team to see what it takes to carry it through.

Someone exploring a new career may also need education, training, or support services. My Colorado Journey brought those needs into one experience, across organizations with different information and responsibilities.

At PAIRIN, I led Product and Design as the company expanded from a software subscription business toward a platform sold directly to states. I was the first product hire, working across business strategy, product definition, and design with a small engineering team. The work required us to think about the resident's experience and the shared capabilities that different state partners needed behind it.

• Connect product direction to the new business. I helped define the product vision and roadmap with department leaders and the executive team as the company pursued state-level opportunities.
• Give different experiences a consistent connection to the platform. I led product strategy for shared APIs, the interfaces other software uses to access a service, including an enterprise GraphQL implementation. That work supported integrations in Colorado and Virginia and helped separate changes to the front-end experience from changes to core services.
• Build the team's ability to deliver. I grew the product team from one to four, mentoring team members and introducing more consistent product, design, and roadmap practices.

My contribution was a clearer platform foundation for state-facing integrations and a stronger Product and Design function. This was part of a broader effort involving engineering, PAIRIN colleagues, and state partners.

The connection between those two responsibilities matters to me. A product direction has to account for what people need from the service, how the underlying systems fit together, and whether the team can keep building on what it delivers.

Pie provides workers' compensation insurance for small businesses. My scope crossed several parts of the business: the partner experience that brought in insurance submissions, the internal tools underwriters used to assess risk, and the billing platform. I managed and coached Product Managers across that work and stepped into direct product ownership when a team needed coverage.

Pie was moving from a model that relied on third-party insurance systems toward its own carrier platform. That made product decisions closely connected to finance, compliance, and operations. The work included a custom policy and billing platform, with a roadmap and sequence that had to account for those dependencies.

• Plan the platform transition across teams. I directed the product roadmap, sequencing, and risk planning for the migration, working with Finance and Compliance on the requirements the new platform needed to support.
• Help underwriters make informed decisions. The underwriting team's work focused on getting useful, accurate information in front of the people assessing a quote. The product needed to support their judgment about risk and pricing before a policy was issued.
• Create capabilities other teams could build on. I established shared API access and reusable front-end components supporting underwriting and policy administration, so distributed engineering teams could develop features against a common foundation.
• Make priorities a shared decision. I worked with cross-functional leaders on roadmap prioritization, including RICE, connecting customer needs, operational constraints, and company goals.

The breadth of the role helped me see connections that were harder to spot from within one product area. A change in acquisition could affect underwriting; a policy decision could affect billing and operations. My contribution combined leadership across those areas with direct work alongside the Product Managers and teams responsible for them.

I joined Bitly to focus on the core experience of its link-management product. As I learned the product and its customers, I saw barriers to activation, engagement, and the discovery of useful capabilities. The application looked dated, but the stronger reason for a redesign was the difficulty customers had finding and using its value.

I advocated for a redesign that connected the experience to those product and business goals. As my role expanded into Design and Customer Research leadership, I hired designers, took on research responsibilities, and worked with the Product Managers and engineering teams to carry the work into delivery.

• Make the product easier to understand. The redesign brought a unified navigation structure and modular design components to the core application. That provided a common foundation for improving usability and how customers discovered relevant capabilities.
• Build the research and design function. I built and led a team spanning product design, content strategy, and user research, with usability testing and prototyping as part of the work.
• Reduce the time it took to answer a customer question. I used “time to insight” as a way to think about our research practice: how quickly could someone find an answer about customers, or establish that we did not yet have one? Qualitative research and quantitative analysis both mattered.

The team began shipping the redesign before I left. My contribution connected the case for change, the design and research capability needed to pursue it, and the first stages of execution.

That experience reinforced how closely product experience and team capability fit together. Giving designers room to do good work also means helping them get the customer evidence and business context they need to make decisions.

At Ora Interactive, I was the product lead for a consulting team embedded with Sears, working on Shop Your Way and the WinIt app. The role combined responsibility for the client relationship with product work alongside design, engineering, and the wider Sears organization.

• Lead Product within the embedded team. I worked across product definition, design, development, and delivery for Ora's largest client.
• Connect the team's work to Sears. The engagement included Shop Your Way loyalty-program integrations and collaboration across the client organization's teams and departments.
• Keep business and technical needs connected. My responsibility spanned the client relationship and the product work, bringing both into conversations with the delivery team.

This experience brought together my consulting background and a dedicated product role. I was leading Product for Ora's team within a larger organization, where the relationship with the client and the work of building the product were closely connected.