About

I started in Customer Success at AdvancedMD, answering support tickets and untangling billing questions for clinics that were frustrated and usually right to be. That job taught me to read a system from the outside first (what a user actually hits versus what the spec says they should hit) before I ever wrote a requirement of my own.

From there I moved into a Relationship Manager role, building custom BI reports for enterprise accounts and sitting in the middle of Product, Engineering, Implementation, and Sales whenever a client's interests needed a translator. Then QA Analyst and Scrum Master, where I coached teams on shift-left testing and, during a leadership transition, stepped in as interim Product Owner to keep sprint delivery moving with no continuity gap. By the time I had the title "Product Manager," I'd already done most of the job from three or four different seats.

As PM for AdvancedMD's patient engagement portfolio — Telehealth, Patient Portal, Electronic Payments — I ran a build-vs-buy analysis that moved our video infrastructure onto Zoom's API, then rebuilt the Telehealth platform end-to-end around it. Usage grew 63%, from 27.4M to 44.7M monthly minutes. Later, forecasting actual usage against our contract gave us the leverage to renegotiate with Zoom for $500K in annual savings, and adding a credit-card-on-file option lifted on-time payments 41%.

At CRIO, I became Product Owner for a zero-to-one integration between CRIO's eSource platform and Veeva's EDC API, the kind of regulated, high-stakes work where a wrong assumption costs a partner sponsor real time. I read Veeva's API documentation myself, tested calls in Postman, and worked directly with developers before committing to a data model, because I wanted to know what the API would actually return, not what the docs implied it would return. When our data model and Veeva's didn't reconcile on deleted records, I made the call myself on how to handle it (sending empty strings with a distinct change-reason tag) rather than letting the ambiguity stall the team.

I ran a second CRIO product team at the same time, which meant building tooling and team structure that could run without me in the room. That instinct is also why, after an earlier attempt to fold India-based developers into US teams caused friction, I stood up CRIO's first successful offshore development team and then hired an India-based Product Owner to run it independently. They went on to lead the company's migration off legacy file-share storage onto Google Cloud Storage, saving $30K a month.

The newer part of my work is AI implementation, and it grew out of the same habits: find the highest-leverage 20% of a workflow and fix that first, then get out of the way. I built a custom AI skill with integrated Python scripts to automate our product release notes. I developed a framework for comparing AI-generated content against human-written content, and iterative prompt engineering took our AI decision-making accuracy from 40% to 80%. As my team's AI Champion, I rolled out AI workflows for requirements docs, Jira tickets, regulatory updates, and code-change summaries that saved the team 5 to 10 hours a week, and built a usage dashboard that cut my own Claude spend 46% by flagging overspending before it happened.

What ties all of this together is that I care more about a team's ability to operate independently than about being in every room myself, and I'd rather spend effort on the 20% of a problem that actually moves the outcome than spread it evenly across everything that looks urgent. Right now I'm looking for Senior Product Manager roles or AI-implementation roles — forward deployed engineer, AI director, or similar — ideally at a company working in AI, data, or health tech.