The Full-Stack Executive

The hardest problems don't live inside product, or sales, or strategy. They live at the seams between all three — where a product decision reprices a deal, where a go-to-market bet constrains the roadmap, where a client's real objection has nothing to do with features and everything to do with implementation risk.

Most organizations excel at staffing each function with specialists who are experts within their domain and blind at the borders. The result is predictable: engineering builds what sales can't sell, sales promises what engineering can't ship, and strategy writes decks that neither team recognizes.

My career has been a deliberate practice in operating at those seams.

I built a foundation in product and strategy — managing programs, shaping roadmaps, and learning how technical decisions in one quarter become commercial constraints three quarters later. Then I moved intentionally into commercial leadership, owning a regional P&L and carrying a sales target, because I didn't want to be the strategist who theorizes about revenue. I wanted to prove I could generate it.

What ties it together is a way of operating: I learn fast across domains, I identify which problems actually matter, I design solutions that work both technically and commercially, and I communicate across audiences — engineering, sales, the board — so the whole organization pulls in the same direction. Then I stay close enough to execution to make sure the strategy survives contact with reality.

I care about the multiplier effect of great teamwork. I communicate, coach, mentor, and build teams where cross-functional fluency isn't dependent on one person. No one can do their best work alone — I focus on creating the conditions where every function is working as one team towards one goal.

I stay close to the craft by building products like Penny and Piggybank — laboratories for testing ideas about how people interact with money and for keeping my product instincts honest.

Let's Connect

If you have a problem that lives at the intersection of product, strategy, and revenue — or a team that needs to work more cohesively across those lines — I'd welcome the conversation.