Managed, interviewed and mentored team members, contributing to the growth of the product organization from 3 to 23. 

Built new product areas + scaled existing ones.

Guided PMs in developing strategic roadmaps that align with key business objectives by deepening current feature set (reduce churn) or expanding new product lines (increase average sale price per unit).

Tried it in all ways - yearly, quarterly, but always tried to empower the PMs to brainstorm with stakeholders with OKRs in focus.

Mentored and developed Product Operations team members into successful Product Managers by assigning high-impact-low-risk projects, coaching them on best practices and new frameworks, then crafting the business cases that led to their promotions.

Advocated for CS team members to join our Product Operations team which lead to a fully staffed Prod Ops team. They're all crushing it.

Developed many product strategies that outlined the vision for where we should take the product. I've done multi-year long roadmaps and multi-month roadmaps.

I'm a bigger fan of the 1 to 2 because I like fixing the problems + ineffeciencies. Projects:

• New Account Hierarchy

• Redoing Billing Systems

• Productizing our Onboarding

• Creating a more headless Websites

• Simplifying our Menu structure from 4 to 1

But, I can also hang with a 0 to 1 that I can't quite talk about publically.

I worked in CS before I came to product. I know that the people who are talking to the customers day in and day out have the best pulse.

I love to leverage the internal teams to gather feedback & validate features.

But, there's only one way to know if what you're building is what people want -- ask them. I love user research, I've been part of conjoint analysis, card sorting, interviews. Down to try anything as long as we get the outcomes.