Selected Work

Product leadership is demonstrated by what changes.

These examples show how I have applied customer research, product strategy, technical fluency, business-case development, portfolio leadership, and cross-functional execution across physical products, digital experiences, AI-enabled platforms, and industrial markets.

The contexts are different, but the approach is consistent: understand the larger problem, connect the people and systems involved, make the necessary decisions, and remain accountable through measurable results.

Interactive product prototype

Attune Home

A functioning ecommerce prototype for a fictional connected-home company, conceived and built to demonstrate how customer insight, product strategy, recommendation logic, and digital experience design can become a working product.

Configure a household, explore personalized connected-home recommendations, adjust the solution, and experience the complete customer journey.

I created Attune Home not only to demonstrate product strategy and digital experience design, but also to explore how emerging AI-assisted development tools can accelerate the path from an idea to a functioning prototype.

Working demonstrationExperience Attune Home ↗

01AI-enabled personalization

Turning real-time AI into measurable customer retention

The opportunity

The business relied on general eligibility rules and predefined customer lists to determine who could receive loyalty offers. We saw an opportunity to create a more responsive experience by using real-time customer context to recognize retention risk and provide frontline representatives with a relevant recommendation.

My role

I led the product implementation, connecting the business opportunity, AI model outputs, system requirements, frontline workflow, and delivery roadmap.

What I did

I defined the business requirements and mapped how model-driven recommendations would become part of the frontline experience. I coordinated the business, data science, UX, and technology teams and helped define how recommendations would be presented, tested, measured, and improved.

The outcome

The capability supported thousands of successful customer-retention outcomes and delivered meaningful improvements in retained revenue.

What it demonstrates

Emerging technology creates value when it is connected to a clear business problem, an effective user experience, and measurable customer outcomes.

02Frontline product experience

Redesigning a product with the people who use it

The opportunity

Frontline representatives used three separate tools depending on the original reason for a customer’s call. Customer needs often changed during the conversation, forcing representatives to switch between systems, paper notes, and supporting applications.

My role

I led the effort to combine the separate workflows into one integrated product that could support thousands of frontline users and adapt as customer intent changed.

What I did

I observed frontline behavior, listened to calls, and facilitated workshops with 30 representatives across three call centers. I translated what we learned into requirements, workflows, and initial prototypes. I then led usability reviews, leadership alignment, release approvals, training preparation, pilot implementation, and continued improvement.

The outcome

The integrated experience scaled across thousands of frontline users and substantially improved recommendation coverage, user engagement, and business performance.

What it demonstrates

The people closest to the work should be part of designing the product. Their involvement improves the experience, strengthens adoption, and gives the organization a better platform for future development.

03Digital customer experience

Simplifying a digital journey from 15 interactions to 3

The opportunity

Customers could encounter as many as 15 buttons, links, and decisions before completing an order for new services. The recommended offer was available, but the surrounding journey made it unnecessarily difficult for customers to understand and act on it.

My role

I sponsored the redesign and used the project as an opportunity to develop a member of my team who wanted greater responsibility for digital product implementations. She led the review of internal research and customer insights and developed the initial recommendations. I provided guidance, reviewed the supporting analysis, and helped refine the proposed experience.

What I did

We mapped the customer journey and identified unnecessary decisions and points of friction. I coached my team member as we evaluated the recommendations and redesigned how product selection and checkout actions were presented.

The outcome

The redesigned experience reduced the order flow from 15 customer interactions to 3.

What it demonstrates

Product improvement does not always require adding more features. Sometimes the strongest product decision is removing friction and making the next action easier to understand.

04Product investment and governance

Connecting product investment to an executable AI roadmap

The opportunity

Multiple AI-enabled product initiatives and Agile delivery teams competed for funding, development capacity, and roadmap priority. Larger initiatives required new business cases, technical estimates, and several levels of approval before development could begin.

My role

I governed a multimillion-dollar portfolio of investments across AI-enabled product capabilities, digital journeys, recommendation platforms, and frontline tools.

What I did

I evaluated opportunities, developed business cases, created high-level product designs, secured development estimates, and moved initiatives through intake and funding approvals. I connected expected business value, technical scope, delivery dependencies, resource requirements, and strategic priorities so leaders could understand the investment and its tradeoffs.

The outcome

The process established a funded and executable roadmap supporting customer retention, growth, operational efficiency, and customer-experience priorities.

What it demonstrates

Product leadership includes deciding where to invest, what to sequence, and how to translate strategic opportunities into work the organization can fund and deliver.

05Global portfolio leadership

Leading a global portfolio through technology transition

The opportunity

The portfolio included legacy products nearing the end of their lifecycle, mature products with stable demand, and premium new technologies that were more difficult and expensive to manufacture. The business needed to balance current revenue, production efficiency, customer demand, and investment in the future of the portfolio.

My role

I managed five global lighting portfolios, with responsibility for long-term strategy, roadmaps, forecasting, product launches, lifecycle transitions, and global manufacturing coordination.

What I did

I worked across customer research, product development, demand planning, manufacturing, R&D, marketing, OEMs, channel partners, and global product teams. I helped reduce unnecessary production of legacy products, build demand for newer technologies, and align market requirements with manufacturing and supply realities. This included expanding a premium lighting platform with new products for energy-efficient, color-corrected commercial applications.

The outcome

The business achieved a healthier portfolio and production balance while expanding its premium technology platform and improving its ability to support the next generation of products.

What it demonstrates

Product leadership continues beyond the launch. It requires connecting strategy, customer demand, development, manufacturing, inventory, profitability, and lifecycle decisions.

06P&L and market development

Developing a new market from an emerging customer need

The opportunity

As the last remaining domestic sodium nitrite producer, the business needed to identify new applications and sources of demand beyond its traditional industrial markets.

My role

I owned the sodium nitrite P&L, including pricing, revenue, volume, forecasting, operating plans, market development, plant coordination, and leadership of the sales function.

What I did

I met with major customers to understand how they used the product, researched industrial and medical applications, and supported prospects that needed samples, testing, or technical information. I also worked with physicians conducting clinical research and coordinated plant visits, product validation, and technical support to advance an emerging medical application.

The outcome

The company became a designated supplier supporting a clinical research application, creating a premium opportunity beyond the business’s traditional industrial markets.

What it demonstrates

New-market development begins by understanding how customers use a product, what they are trying to accomplish, and where the organization’s technical and operational capabilities can create differentiated value.