Most people pick one lane. I’ve spent 30 years refusing to.

The Journey

• Taught myself HTML at 15 in 1995 when the web was tables and <font> tags
• Built e-commerce platforms at Burlington before most companies knew what e-commerce was
• Learned modern frameworks (Angular, Blazor, Vue) by shipping production code in healthcare and pharma
• Built design systems that work across any technology stack
• Got SVPG training and Product Manager certification because designing without product thinking is just pushing pixels

What I Actually Do

I write code. Not just prototypes — production code. I built an AI chatbot with RAG architecture over a weekend. I create CI/CD pipelines for design systems. I ship features in Angular, Vue, and Blazor. When I say “this will take two sprints,” I know because I’ve done it.

I run discovery. I’ve sat with analysts watching them print digital reports and mark them up with red pens. I’ve deployed Pendo polls that revealed $1.2M in avoidable waste. I interview users, map experiences, and find the problems nobody asked about.

I design systems. Not just pretty mockups—living design systems with documentation, version control, and copy-paste implementation guides. Technology-agnostic foundations that work whether the team uses React, Angular, or Blazor.

I transform culture. I’ve watched talented engineers trapped in “build what they ask for” mode, shipping features nobody uses. The difference wasn’t talent—it was permission to think like product people. I give teams that permission.

Where I’ve Done It

• Healthcare & Pharma — Where compliance isn’t optional and bad UX costs lives
• Government — Where you can’t “move fast and break things”
• Enterprise B2B SaaS — Where complex workflows need elegant solutions
• Retail & E-commerce — Where I learned that every second of friction is lost revenue

On AI

AI doesn’t change what makes a successful product. It never will.

What makes products succeed is deeply human work — understanding who’s struggling and why, knowing when an idea hasn’t been validated, recognizing when process has overtaken people, sensing when a backlog has quietly become a graveyard. That requires being embedded in a culture, earning trust, and reading the room. No model does that.

What AI does is make it dramatically easier to do the things teams always should have been doing but never prioritized. Modeling data properly so you’re not handcuffed by technical debt when someone asks about licensing the API in two years. Running research that actually shapes decisions. Prototyping at a speed that makes assumption testing feel effortless rather than expensive. Writing documentation that someone will actually read. Following the best practices that get deprioritized when sprints get tight.

I’ve seen MBAs arrive with frameworks rolled up like weapons. I’ve watched process theater replace actual thinking. I know the difference between a team that’s moving and a team that’s busy. AI doesn’t solve any of that — it amplifies whatever is already there. Give it to a team without direction and you’ll generate confusion faster. Give it to a team that knows what problem they’re solving and it’s genuinely transformative.

There is no one right framework. There is no perfect methodology. What I do know is when we’re solving the right problem, when we’re not, and what it takes to tell the difference. AI is a capable partner in that work. It just isn’t a substitute for it.

The Skills That Don’t Fit in One Box