In 2013, I joined a small web agency.
I didn’t know what “product management” was yet… but I was doing it.
I sat between clients and devs, translating vague requests into actual specs. I scoped features, QA’d builds, wrote all the content, and kept projects moving. It was scrappy and chaotic and exactly what I needed. I got to touch everything. I learned how to speak multiple “languages” across design, engineering, and business. I started to see the shape of what product work could be.
—
From there, I joined a huge enterprise.
And I learned exactly what I didn’t want.
The team moved slowly. No one cared about writing clear acceptance criteria. My curiosity around user research kept growing - but leadership kept cutting UX out of the process. I wasn’t allowed to run usability tests. Offshore teams were treated like cogs. It was disheartening.
I knew I was capable of more.
I wanted to go deeper.
And just as I was questioning everything, Pivotal Labs reached out.
Joining Pivotal changed my whole career.
It was everything I was craving: collaborative, principled, fast-paced, deeply human.
I learned to pair with engineers. To validate ideas before building. To ship value early and often. To coach clients, say no with grace, and bring structure to chaos. I finally had the words, the rituals, and the muscle memory to do product work the way I’d always imagined it could be.
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Since then, I’ve led product across industries and org types:
Health tech. Defense. Women’s health. Startups. Federal contracts. Corporate innovation labs.
What I carry through all of it:
A bias toward clarity and momentum
Deep respect for empowered teams
The belief that product work should feel human - because it is.
✨ That’s how I got here.
And I wouldn’t change a thing.
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