About

I spent five years writing strategies for products other people built.

Early in my consulting career at PwC, the work was upstream — market analysis, service design, digital transformation roadmaps. The deliverable was a deck. Someone else turned it into a system. That was fine for a while, and then it wasn't.

I started pulling myself closer to the build. I moved from strategy into implementation PMO, then started writing the specs myself — PRDs, screen flows, data models, API contracts. By the end I was accountable for what shipped, not just what was recommended. The Samsung Fire & Marine project was the clearest version of that: I defined the product, then stayed through twelve months of construction with a 38-person team.

A honeymoon trip to Silicon Valley turned into something else. I spent it meeting founders, engineers, and product people, and recognized something I'd been circling for years: I wanted to be in the room where the product is the point, not the engagement. A culture where shipping is the work, where failure makes you the expert for the next attempt, where the thing you build is the argument.

That's what brought me to Duke Fuqua, and what I'm building toward — a product role in the U.S. tech market, where I can take what I've learned across AI, platforms, and enterprise systems and apply it to products that reach further.

Outside of work, I play golf and tennis, and build things with vibe coding tools — this site included.