Three companies. Three failure modes.
One pattern underneath all of them.
Six years at the inflection point between strategy and operations — the place where good thinking goes to die if the infrastructure isn't there to hold it. At every company, the presenting problem was different. The underlying problem was always the same.
Product Manager, SMS & RCS · $3.5B public company
Owned GTM strategy for a high-eight-figure ARR product line. The mandate: launch RCS — a fundamentally new channel — across 11 international markets with 20+ cross-functional teams and no playbook. The presenting challenge was coordination. The real challenge was that each team optimized locally with no visibility into the full dependency chain.
Built the dependency map, held the line on a text-only MVP against Sales pressure (6 weeks to market vs. 4 months), and created the operational infrastructure before a single customer went live. Result: 40 enterprise customers in 90 days across 11 markets. Google's first official RCS for Business partner. 50%+ YoY ARR growth.
Separately: support cases growing faster than revenue — 100 tickets/quarter consuming 10% of engineering bandwidth. Everyone saw a capacity problem. The real problem was a signal problem: no one could see patterns beneath the volume, so every fix was reactive. Built a tagging framework (<30 seconds per ticket), ran cross-functional root cause analysis, isolated the 20% of issues driving 80% of volume. Fixed those specifically. Process continued after I left.
Product Manager & Strategic Advisor to CPO · Conversational AI, Fortune 500
The structural tension at ASAPP: enterprise customers needed deep customization; the product needed coherent architecture. I operated at that seam — managing commercial relationships while keeping the product from accumulating fatal debt.
Led a WhatsApp deployment to 2 million users in 30 days. 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 architectural pattern that made similar enterprise configurations tractable going forward.
Revenue Operations & Product · Fine art marketplace
The revenue infrastructure had been patched for years — 15+ fragmented data sources, no single source of truth, a CRO preparing board reports from memory. Consolidated the data layer, built a revenue intelligence dashboard that compressed board prep from days to hours, and rebuilt subscription management from scratch — cutting contract management time by 50% while keeping churn below 5%.
Built self-service commissions analytics in Salesforce: a daily ETL pipeline pulling from Redshift that let 65+ reps model "if I close these three deals, I earn $X" — eliminating 100+ hours per quarter of manual calculation and changing how reps prioritized their pipelines in real time. Reps changed behavior because they could finally see reality.