My career has never fit neatly into a single vertical. I've managed various stages of the product lifecycle for Fortune 500 enterprises, mid-range boutique apps, and early startups — working across Healthcare, Fintech, Defense, Hospitality, CPG/Retail, Entertainment, Streaming, and more. That breadth isn't by accident. It's the result of a consistent belief that the best product thinking is portable.
7+ years of building products across industries, platforms, and problem spaces.
Below is the short version of my experiences, and the Projects page is proof. Download my Resume below for even more!
Trusted By:
Career Timeline
Hyatt Hotels Corporation
Technical Product Manager,
Loyalty Programs
2025 - 2026
Chicago, IL | Hybrid
Contractor Role
Rightpoint Consulting
Senior Product Manager,
Product Experience
2023 - 2025
Chicago, IL | Remote
Full-Time Employee (FTE)
Rightpoint Consulting
Product Manager, Product Experience
2021 - 2023
Chicago, IL | Remote
Contractor Role
Redbox Automated Retail, LLC
Associate Product Manager,
Redbox On Demand Streaming
2018 - 2021
Oakbrook Terrace, IL | Hybrid
Full-Time Employee (FTE)
Redbox Automated Retail, LLC
Senior Marketing Associate,
Ecommerce and Content Operations
2016 - 2018
Oakbrook Terrace, IL | Hybrid
Full-Time Employee (FTE)
Follett Corporation
Ecommerce Web Specialist,
Online Retail Bookstores
2014 - 2016
Westchester, IL | On-Site
Full-Time Employee (FTE)
My Approach to Product Management
Start with the human,
not the feature.
Every project I've led starts the same way: with the person who has to live with the outcome. Whether that's a financial advisor trying to find corporate updates, or making meetings less boring — the problem only becomes solvable once it's specific and human. I prioritize discovery and qualitative research even with stakeholders already convinced they know the answer.
Strategy is nothing without delivery.
I've worked with plenty of people who are excellent at vision and struggle with execution — and plenty who are the opposite. The PMs I've learned most from are the ones who can hold both. I write detailed specs, I stay close to engineering, I track metrics obsessively, and I hold myself accountable to outcomes, not output. Shipping a product is only the beginning of the work.
Data informs, but doesn't decide.
Metrics tell you what is happening. They rarely tell you why, and almost never tell you what to do next. I've seen teams paralyze themselves waiting for statistical significance on an A/B test while the real problem was visible in a single user session recording. I use data to pressure-test intuition and communicate decisions — not as a substitute for judgment.
The best roadmaps are the ones people believe in.
Alignment is a product in itself. A roadmap that your engineering team, sales team, and executive stakeholders don't understand or trust will stall on the launchpad. I invest heavily in communication — structured roadmap reviews, shared prioritization frameworks, and stakeholder working sessions — because the fastest path to shipping is making sure everyone believes in what you're building and why.