San Francisco, California, United States
My background is in project and product management for software and digital products. I’ve managed mobile app projects with $100K to $1M+ budgets at Swenson He, an internal SaaS platform serving 1,000+ utility accounts at UM Technologies, and 300+ AR and interactive digital projects at Subtropic for brands like McDonald's, Walmart, Spotify, and the U.S. Navy, with combined project budgets exceeding $2M. I work in the layer between engineering, design, and clients, helping teams move from planning through launch with clear timelines, priorities, and accountability. I’m a generalist with technical depth. I won’t out-engineer the engineers, but I can read code, write SQL queries, understand technical tradeoffs, and build internal tools when a process needs to move faster. The work I’m proudest of is often the operational infrastructure underneath the visible deliverables: JIRA setups that outlived the company, GitHub structures still used by teams after I left, documentation that reduced confusion, and AI-assisted automation tools that cut manual coordination out of the day. I’m increasingly focused on improving internal workflows, reducing manual coordination, and creating more structured delivery processes through automation, AI-assisted tools, and better documentation. I’m calmer than most PMs about ambiguity in the early stages of a project, and tighter than most about scope creep once a budget is signed. I prefer making decisions with information rather than instinct, which can slow me down in a hot moment but tends to save the project later.
As an AR Creative Project Manager at Subtropic Studios, I lead the production of augmented reality experiences, Snapchat AR lenses, web experiences, and interactive brand activations across hundreds of projects with combined production budgets in the millions. I work at the intersection of creative production, product thinking, and technology, coordinating cross-functional teams of designers, 3D artists, developers, clients, and agency partners to move projects from concept through launch. I manage AR and web campaign portfolios across tight production timelines, overseeing client intake, scope alignment, budgeting, timelines, asset pipelines, feedback cycles, QA, and final delivery to the Snapchat platform. The campaigns I’ve helped deliver have reached large audiences across global brand and institutional initiatives. Selected clients include McDonald's, Walmart, Spotify, Uber, eBay, Instacart, Anheuser-Busch, Ferrero, the U.S. Navy, and the U.S. Army. I also collaborate with engineering teams on workflow automation and internal tooling, using generative AI, the Asana API, and custom development to streamline production pipelines, reduce manual coordination, and improve operational efficiency.
Swenson He was a mobile and software development agency in Beverly Hills focused on iOS, Android, and web applications for startup and enterprise clients. I joined the company as a Project Manager and helped build the agile delivery and project management function from the ground up, reporting directly to the CEO. I managed Scrum-based mobile and web projects across cross-functional teams of developers, designers, QA, and operations, overseeing as many as eight simultaneous projects with budgets ranging from $100k to $1M+. My responsibilities included project scope, budgeting, resource allocation, sprint planning, stakeholder communication, QA coordination, delivery timelines, and operational reporting. I worked closely with Product, Design, Engineering, and leadership teams to move projects from planning through launch. I built and standardized internal agile workflows using JIRA, Confluence, Asana, JIRA Tempo, FinancialForce / Salesforce, and Trainual, including sprint processes, retrospectives, contractor onboarding systems, KPI reporting, and documentation libraries. I also implemented project costing and resource allocation tracking workflows that improved visibility into staffing, billable hours, budgeting, and project performance across large distributed contractor teams. In addition to project management responsibilities, I occasionally acted in a product management capacity on smaller projects, gathering requirements, prioritizing features, and translating business goals into structured execution plans. Selected work included 25+ mobile and web applications, including Breaker, a large-scale streaming platform with subscription and digital rights complexities that shipped successfully on iOS during the COVID period.
Adjunct Professor of Business at Johnson College in Scranton, PA, concurrent with my role at UM Technologies. Designed syllabi and taught 2 undergraduate business courses per term, in person. I still draw on this experience whenever I am explaining a complex technical project to a non-technical client.
UM Technologies was a 50-person tech company in Pennsylvania operating an internal SaaS platform for energy invoice management across 1,000+ utility provider templates and 50,000+ invoices per month. I was hired to take over the data operations function during a period of turnover and later expanded into product and project management for the internal platform. My role covered two major areas: Operations & Team Leadership: Rebuilt the data operations team by hiring 6 new team members, supporting compensation alignment, managing difficult transitions, improving training, and eventually training my replacement before the role was split into two positions. Product & Platform Management: Led work with the development team to rebuild the internal data management platform, improve legacy workflows, support API integrations with utility providers, and develop early automated invoice extraction models. I also used SQL daily to query operational data, troubleshoot issues, and create ad-hoc reports for leadership. Impact: Helped improve productivity by 30%+ while supporting rising invoice volume and reducing error rates. This role became the foundation for how I think about product ownership, platform scoping, and building operational systems at scale.
• Worked with external clients to created websites using WordPress and specialized plugins for SEO and Google Analytics to increase their website traffic. • Improved customer service satisfaction by implementing a Freshdesk ticketing system to process customer requests more efficiently and within 24 hours. • Transitioned our department from a product based to service-based IT provider to increase overall revenues. • Increased department revenue by 50% by implementing a managed service provider platform (MSP) and subscribed over 700 accounts.