10 years turning complex healthcare systems into intuitive tools for the people who deliver care. I get into the details, grow the team, and ship the thing.
I've spent a decade in healthcare technology, building platforms that handle licensing, credentialing, and compliance for millions of professionals. The work is complex, the stakes are real, and getting the product right genuinely matters.
What drives me is the moment when something hard becomes easy for the person using it. That's what I optimize for — not just the metric, but the experience behind it.
I lead teams the same way I approach product: get into the details, ask the dumb questions, remove the blockers, and give people room to do their best work. Mentoring dozens of PMs and designers across large product orgs has shaped how I think about this craft as much as anything else.
The best roadmap decisions come from understanding how things actually work, not just how they're supposed to work.
I'd rather put something real in front of users and learn than spend another sprint perfecting the plan.
A great team that communicates well will consistently outperform a perfect process with disengaged people.
Led end-to-end strategy to merge multiple B2C compliance platforms into a single AI-enhanced product serving regulated healthcare professionals across CE Broker and EverCheck.
Architected intelligence layers that reduced administrative overhead for healthcare providers, streamlined onboarding, and drove measurable improvements in user activation and retention.
Designed the architecture for a universal credentialing platform to unify disparate data sources across Propelus products. Full case study available under NDA.
Hired, mentored, and scaled large product teams during periods of rapid growth. Includes hiring frameworks, onboarding playbooks, and a performance philosophy built from practice.
Give me dirt over pavement every time. Gravel riding and mountain biking are where I do my best thinking — the kind of rides that require route planning, contingency snacks, and a high tolerance for suffering uphill.
Father to two young kids who are already better at negotiating than most PMs I've met. Fatherhood has made me more patient, more creative, and significantly worse at sleeping in.
Dialing in an espresso shot at home is the same as product work — variables, iteration, tiny adjustments that matter a lot. Cooking is how I unwind.
Committed audiophile with a growing record collection and an ongoing project to build a proper listening setup. The overlap between chasing the perfect sound and chasing the perfect product is bigger than it sounds.
Six years into the same campaign with the same group of friends. There's something about committing to a long-running story together that I find genuinely irreplaceable — no resets, no reruns, just the next session.
Amateur builder of small tools and automations for myself and friends — mostly because I can't resist solving a problem, even if nobody asked me to.
Most PMs use AI like a search engine. After 3 years of using AI, here's what really matters — and what actually changes when you treat it as a workspace instead of a shortcut. Covers discovery, PRDs, engineering collaboration, and what this means for what PMs need to be good at.
AI raises the baseline for everyone — writing, synthesis, research, first drafts. That part of the PM job is now table stakes. What that actually does is shift where great PMs earn their keep: toward judgment, taste, knowing which problem is worth solving, and navigating the human dynamics that no model touches. The PMs who treat AI as a thinking partner rather than a task-completer are building a fundamentally different kind of leverage. The ceiling isn't disappearing. It's just higher and harder to reach.
Most PMs are doing five or more user interviews a week and then spending 45 minutes per session just to get from recording to readable insight. The loop I use now: record, instant transcript, AI-assisted pattern extraction, structured insight doc — start to finish in under ten minutes. The shift it creates is real: you spend your energy designing better questions and pressure-testing your assumptions, not transcribing. The transcript-to-insight gap was always a tax on discovery quality. It doesn't have to be.
Open to VP and Senior Director of Product roles. I like hard problems, strong teams, and work that matters.