For six years I've been the person teams hand their hardest, most tangled projects to. Not because I have the fanciest framework, but because I earn trust quickly and use it to keep everyone — product, engineering, design, and leadership — moving in the same direction.
I started out coordinating small builds and quickly found the part of the work I loved most wasn't the Gantt chart — it was the people. Getting a wary engineer and an anxious client to actually trust each other. Spotting the quiet blocker no one had named yet. Turning a room full of competing priorities into a plan everyone could get behind.
That's still the heart of how I work. I believe most project problems are really trust and communication problems wearing a schedule as a disguise. Fix the first two and the timeline tends to follow.
Lately I've been deepening my technical and AI fluency — building small tools with Claude Code to sharpen how I think about software and to put AI to sensible use in planning and reporting. I want to speak my engineers' language and bring genuinely useful ideas to the table, not just track their tickets.
I create the conditions for cross-functional teams and clients to be honest with each other — the real prerequisite for any project to move.
When something's blocked I go find the answer and clear the path, rather than logging it and waiting for permission.
The messier the moment, the steadier I get. Teams borrow that calm, and it's often what gets the work over the line.
Built the program management function from scratch — intake, roadmap, and a P0–P4 escalation framework adopted across 10+ cross-functional teams.
Led $2.6M+ of custom brand and web work across 10+ clients, running resourcing for blended teams and lifting efficiency 20%.
Managed 7+ web builds and 20 retainer clients, and led the change from Basecamp to Linear to raise team velocity.