I lead where product strategy, data, and complex platforms meet.

I started close to the data - building analytics and forecasting models where the measure of success was whether an operator made a better call on Monday morning. That shaped how I think about products: the interesting work is rarely the output itself, it's the decision the output supports.

From there I moved into technical product roles on systems that other teams depend on. Payments infrastructure taught me what it costs when a platform is unreliable. A 5G platform taught me how to prioritize when every stakeholder's request is urgent and the roadmap is the only lever I control.

Across each role, my scope has grown from analysis to systems to organizational direction. I bring leaders and teams around a shared problem, make the tradeoffs visible, and create the operating clarity needed to execute. AI is a newer surface for that same leadership, not a replacement for it.