Experience
My work sits at the intersection of product leadership, data & analytics, and optimization. This page summarizes the areas I spend my time on; a full employment history is available on request via the contact page.
Product leadership
I lead technical products end to end: setting direction with stakeholders, writing the roadmap, defining success metrics before work starts, and staying close enough to the engineering to make good tradeoffs. I care most about products where the hard problem is technical — data pipelines, metrics infrastructure, experiment platforms — and where the value shows up in someone else’s decision, not a feature list.
What that looks like in practice:
- Turning ambiguous goals into measurable outcomes and written decision records.
- Prioritization that survives contact with reality — small bets, explicit tradeoffs, and a bias toward reversible decisions.
- Keeping technical debt and data quality on the roadmap, not in the footnotes.
Data & analytics
Analytics work succeeds or fails on trust. A number nobody believes is worth less than no number at all, so I spend most of my time on the foundations:
- Measurement design — deciding what to measure and why, before anyone opens a BI tool.
- Metrics infrastructure — shared definitions, semantic layers, and the boring discipline that keeps “revenue” from meaning six different things.
- Self-serve tooling — dashboards and exploration built for the questions people actually ask.
- Data quality — checks and ownership that catch broken pipelines before stakeholders do.
Optimization & experimentation
Experimentation is a system, not a feature. The parts I spend time on:
- Experiment design — hypotheses, power analysis, and stopping rules decided before launch, not after the first peek.
- Guardrails and metrics hierarchies — protecting the business while teams chase a single treatment effect.
- Velocity — the platform, templates, and review cadence that make trustworthy tests cheap enough to run often.
- Culture — readouts that reward learning, including from “failed” tests.
How the pieces fit together
None of these areas work alone. Leadership without measurement is guesswork; measurement without experimentation is commentary; experimentation without leadership is a random walk. The products I want to build are the ones that make decisions measurably better across all three.