New York City Metropolitan Area
Things I've done: - Product Strategy at Meta (defining long term vision for product and engineering teams) - Business Analyst at Meta (keeping the business running; SQL, Tableau, Python data pipelines) - Business Analyst at a mid-size tech co. (growing revenue with no resources) - Business Development at a start-up (selling a SaaS product, from cold email to signed contract)
Intuit’s Partnerships organization manages the ecosystem of partners that integrate with QuickBooks and Mailchimp. I help ensure leadership has the right data, tools, and processes to make informed decisions about which partnerships to pursue and how to grow them. My achievements at Intuit include a) Owning the design and launch of a suite of partner performance dashboards—gathering requirements, interviewing users, prototyping in Tableau, validating results, and leading rollout and adoption. These dashboards became our single source of truth, eliminated 90% of ad hoc analytics work, and were later adopted by other teams as a model for clarity and usability. b) Updating our data infrastructure to make it AI-friendly. I built a semantic data layer on top of our data warehouse, enabling teams to analyze complex partnership data more intuitively using AI and accelerating self-service analytics across the organization. c) Leading planning and operational management for Mailchimp’s partnerships organization. I translated executive priorities into measurable targets, performance frameworks, and operating cadences that helped leadership evaluate partner investments, allocate resources, and track progress against strategic goals. This included defining KPIs, building planning models, establishing review processes, and creating visibility into pipeline health, partner performance, growth opportunities, and execution risks. d) Developing a data-driven opportunity scoring framework using AI to categorize partner ecosystems, surface leading companies, map complementary jobs-to-be-done, and size the addressable SMB market. Leadership now uses this framework to prioritize high-ROI partnerships and focus outreach on the most valuable segments.
Product Strategy's job was to make sure the company was making the best decisions and investments for the long term. I worked on our Business Messaging products which are tools that businesses and people use to communicate with each other. Practically, this meant articulating a vision and strategy for product investments and defending them with analysis and research. My work had to withstand scrutiny from engineers, product managers, data scientists, and user experience researchers at all levels. My proudest achievement was building a business case for a first party lead management tool for small businesses to help them manage leads generated through Messenger and WhatsApp. Leadership allocated 30 engineers to build this tool on the basis of our strategy and vision. I worked with product teams across the company to define the mechanics by which these tools could contribute to revenue and then I worked with Data Science to create a defensible revenue estimate. The team committed to this revenue estimate as a goal.
I was an analyst supporting Meta's product marketing organization which was the team who brought our products to market and collected market feedback for the Product team. My proudest achievements were a) building and managing self-service analytics tools that made sales and product data available to business teams. This allowed product marketing and operations teams to create custom reports without requesting custom analysis from analysts and data scientists. These tools eliminated thousands of hours of rote data gathering. b) leading measurement, go-to-market enablement, and executive communications for Meta business teams in response to Apple’s data usage changes to iOS 14. This spanned every cross-functional team at Meta and facilitated mitigation efforts that drove material revenue recovery. The chief revenue officer recognized our efforts. c) triangulating data science, engineering, operations, and finance teams to measure and disseminate the revenue impact of product and policy changes (e.g. the EU ePrivacy directive) d) mentorship and enablement of a 500+ person product marketing organization whom we trained into de facto analysts
I was an analyst embedded in Outbrain's business teams. I combed through network and market data to define business KPIs, assess growth, and find and fix operational inefficiencies. I shouldered ad hoc data requests from our business, finance, marketing, product, and operations teams using SQL (MySQL, Vertica, Hive), Python, and Tableau to turn massive datasets into bulleted operational action plans.
"Business planning" was a catchall for various projects supporting our sales and business development teams including lead generation, research, strategy, and analytics. I developed a process for tracking active native advertising buyers and distributors.
I was the tenth employee the second business hire, so I did everything short of coding. I developed a thorough understanding of the challenges and trends of the digital news media market. I built our global deal pipeline from scratch and I identified, contacted, presented to, negotiated with, and signed new accounts. I built relationships from Washington to Kenya. We were acquired by Outbrain in March 2013, at which point we had grown to 25 people crowded into two rooms. We grew active accounts by 500% from the day I started, though our amazing product did a lot of the work.