Three companies.
One pattern underneath all of them.
Across Artsy, ASAPP, and Braze, the surface problems changed. The underlying pattern didn't.
Each company had strong people, strong tools, and strong data. And still struggled with alignment over time.
In every case, the constraint wasn't information or intelligence. It was that context lived in fragments. Different teams saw different versions of truth, and there was no system that continuously reconciled them.
Product Manager, SMS & RCS · $3.5B public company
Owned GTM strategy for a high-eight-figure ARR product line and led an 11-market RCS launch — 40 enterprise customers in 90 days, Google's first official RCS for Business partner, 50%+ YoY ARR growth.
Support volume was growing faster than revenue, and the team treated it as a resourcing problem. The real issue was structural: no one could see patterns across tickets. I built a lightweight tagging system that made those patterns visible in under 30 seconds per ticket. Once we could see the distribution of issues clearly, we identified a small set of root causes driving most of the volume — and fixed those directly. The system stayed in place after I left.
Product Manager & Strategic Advisor to CPO · Conversational AI, Fortune 500
At ASAPP, I worked on high-velocity enterprise AI systems where I first saw how fragmented context across teams and tools led to inconsistent decision-making even in highly data-rich environments.
The structural tension at ASAPP: enterprise customers needed deep customization; the product needed coherent architecture. I operated at that seam — making the product decisions that kept both sides intact. When a large F500 customer threatened churn over a critical configuration requirement, I worked with engineering to modularize the core product rather than build a one-off fix — virtualizing the state layer in a way that protected the account, closed the expansion, and created a reusable configuration pattern for future customers.
Revenue Operations & Product · Fine art marketplace
At Artsy, working across product and operations, I saw the same issue in a more ambiguous environment: teams were making strong local decisions, but lacked a shared system for translating information into coordinated action.
The revenue infrastructure had been patched for years — 15+ fragmented data sources, no single source of truth. Built three things that didn't exist:
Revenue intelligence dashboard — consolidated the data layer and cut board prep from days to hours.
Contract management system — automated approval logic that ended the Sales/Finance conflict and cut contract management time by 50%.
Commissions analytics — a daily ETL pipeline from Redshift into Salesforce that let 65+ reps model "if I close these three deals, I earn $X" in real time. Reps changed behavior because they could finally see reality.