Chief Product & Technology Officer // Leadership & Organizational Development // Fractional Leader & Advisor
I partner with companies to solve their most pressing technology, talent, leadership, and execution challenges. With extensive experience in product & engineering leadership and organizational development, I help organizations build high-performing teams and create sustainable and scalable processes that drive results for their business.
Building exceptional teams requires more than just hiring – it demands a comprehensive approach to talent development, leadership coaching, and organizational design. I help companies create scalable frameworks and processes that attract, develop, and retain top talent.
Great ideas need great execution. I work with teams to overcome communication barriers, implement effective development processes, and establish product discovery practices that deliver real value to customers.
Successful technology evolution requires both technical insight and organizational readiness. I help organizations navigate complex modernization initiatives while ensuring teams are aligned and prepared for change.
In my newsletter, I share practical insights from my experiences helping teams overcome complex challenges, offering approaches that leaders can apply in their own organizations.
Subscribe hereIn nearly every organization, predictions about how others will respond to our ideas have become a form of corporate fortune-telling. We devote hours to anticipating objections, preparing counterarguments, and even shelving initiatives based on assumptions about what someone else might think.
The polymer professional — adaptable, integrative, and perpetually evolving — represents not just a new approach to career development, but a fundamental rethinking of the professional identity itself.
Every company should be looking for ways to grow and nurture their people. However, when companies introduce “mentorship,” it usually takes the form of an internal matching service. But, a mentorship program is different from a mentorship culture, and the latter is where the real impact can happen.
There is a lot that you can do to ensure that you are bringing fairness and objectivity to the way you are leading and managing your organization. Hiring, performance management, and promotions are three main areas to start.
As leaders, we're told that transparency with our teams builds trust and that our values should guide our actions. However, organizational reality often puts these principles in tension, if not conflict.
As leaders, it’s easy to fall into the trap of believing that we must always be “on” — constantly driving forward, putting out fires, and supporting our teams. But one of the most important skills for any manager or leader is knowing when it’s time to step back and prioritize our own well-being.
If there's a single piece of advice I would give to anyone starting out on their leadership journey, it's this: become unabashedly curious. This single trait, if genuinely approached, will have a profound and emergent effect over the course of one's career.
