Strategy & Leadership

I’m a product leader with a track record of defining strategy, shaping roadmaps, and delivering high-impact products at scale. Over the past decade, I’ve guided cross-functional teams through complex platform and data initiatives that power business growth and improve user experiences for millions of users.

I thrive at the intersection of vision and execution—partnering with engineering, design, data, and business stakeholders to set priorities, align on strategy, and ensure measurable outcomes. My work focuses on building scalable platforms, enabling ecosystem growth, and turning data into actionable insights that drive engagement and business impact.

Beyond day-to-day product leadership, I actively contribute to the broader industry through public speaking, technical demos, and standards leadership, helping shape how organizations approach privacy, consent, and data measurement at scale.

I’m seeking opportunities to lead product strategy at the Sr. director level, influencing not just individual products, but the broader platform and organizational direction.

How I Operate as a Principal Technical Product Manager

1. I start with company-scale problems, not features

I focus on problems that materially impact revenue, platform leverage, or long-term competitiveness. I look for multi-year structural constraints—latency ceilings, ecosystem misalignment, regulatory risk, or GTM bottlenecks—and frame them in a way that enables executive alignment and sustained investment.

2. I operate at the intersection of platform, GTM, and ecosystem

The most valuable product work in AdTech happens between organizations, not within a single team. I routinely work across engineering, sales, partnerships, legal, and external stakeholders to ensure platforms are technically sound, commercially viable, and adoptable at ecosystem scale.

3. I lead through influence and clarity

At Senior Director scope, progress depends less on authority and more on clarity. I invest heavily in:

• Clear problem framing and written narratives
• Explicit trade-offs and decision criteria
• Metrics that reflect both system health and business outcomes

This creates alignment across senior engineering leaders, GTM teams, and executives.

4. I treat scale, latency, and reliability as first-class product features

In real-time advertising systems, performance is the product. I partner deeply with engineering to understand system limits, define success thresholds, and ensure that growth does not compromise auction health, buyer outcomes, or publisher revenue.

5. I build platforms that outlive individual roadmaps

My goal is to leave behind durable platforms, not isolated launches. That means:

• Designing for extensibility and future use cases
• Avoiding customer-specific dead ends
• Ensuring ownership models that scale across teams and years

6. I represent the company externally when it matters

When appropriate, I engage directly in industry forums, standards bodies, and open-source communities. This builds trust, accelerates adoption, and ensures that platform strategy aligns with where the ecosystem is actually going.