Product and technology leader at Chewy, based in Boston. I make complex programs executable by unfolding the problem, surfacing the decisions, clarifying ownership, and building alignment across teams.
The result is more than a plan: teams know what matters, who decides, and what it takes to deliver.
Technical fluency, product judgment, and enterprise execution—brought together to solve complex problems.
My career spans software engineering, product development, and enterprise transformation. That range lets me connect customer needs to architecture, operating models, dependencies, and decisions—before they become delivery surprises.
I lead complex, cross-functional initiatives by making the work executable: surfacing the choices, setting clear ownership, aligning leaders and teams, and driving delivery through change.
Software engineering and product development still shape my technical judgment. An MBA from Babson adds a business lens to the same work: investment choices, tradeoffs, and outcomes.
Across e-commerce, enterprise transformation, digital workplace, and complex products, I lead the decisions and cross-functional execution that turn strategy into delivered change.
01 Commerce
Customer journeys depend on more than the storefront. Catalog, search, pricing, checkout, accounts, subscriptions, orders, fulfillment, and customer care must work as one system.
Delivery lens · Connect product decisions to platform dependencies and operational readiness.
02 Enterprise technology
Acquisitions and modernization demand continuity while systems change. Infrastructure, identity, enterprise applications, finance, data, security, supply chain, and operating models must transition in concert.
Delivery lens · Make ownership, sequencing, readiness, and transition decisions explicit.
03 Digital workplace
Employees need answers they can trust and workflows they can finish. Search and AI-enabled work deliver value when knowledge is reliable, tools fit the task, and results are understandable.
Delivery lens · Align knowledge quality, workflow integration, safeguards, and adoption.
04 Product development
Across e-commerce, healthcare, insurance, education, and semiconductor technology, I’ve translated specialized needs into products and delivery plans. In education, student placement and classroom progress shaped standards-aligned materials and tailored practice.
Delivery lens · Start with the human need, then shape a product and technical path that can deliver it.
Complex programs become executable when scope is clear, tradeoffs are explicit, ownership is real, and dependencies are sequenced around outcomes.
Organizations I’ve worked with
Strong execution makes the right problem, decision, owner, and next action impossible to miss.
Define the customer or business result. Let it shape the work.
Put cost, timing, security, scale, and capacity in the open.
Every consequential choice needs an owner and a clear next step.
Build around real dependencies, capacity, and readiness.
Put value into use, learn from it, and improve deliberately.
State what changed, why it matters, and what happens next.
Structure is useful when it makes delivery faster, clearer, and more dependable.
AI earns a place in a product when it solves a real customer problem. Each exploration starts with the user need, then pairs the right models and retrieval methods with trustworthy data, clear safeguards, and human judgment.
Home research pulls together listing claims, local context, and financial assumptions—often from sources that do not agree. A useful research experience should compare options, show its evidence, and make uncertainty visible.
DhaD addresses a concrete creator problem: adapting video for another language means coordinating transcription, translation, captions, and speech across disconnected tools. AI can connect those steps while preserving meaning, speaker attribution, timing, and human control.
AI coding tools can accelerate implementation; dependable software still demands strong product framing, architecture, evaluation, and review. A multi-agent system can divide work across product, architecture, coding, and QA, with human review at delivery gates.
Ideas on habits, strategy, collaboration, building, and care—with reflections on where they hold up in work and everyday life.
Progress often comes from making a useful action small enough to repeat. In delivery work and daily routines, the conditions for consistency matter more than a burst of effort.
Good work is cumulative. Clear priorities, disciplined people, and a reinforcing rhythm matter more than adding a new initiative whenever progress slows.
Strategy starts with naming the real challenge and choosing a focused response. A list of goals is not a strategy unless it says where to concentrate—and what to leave aside.
Cross-functional work depends on reciprocity. Understand what colleagues value, offer something useful, and make the exchange clear—especially when nobody can simply direct the work.
Care is an active practice. People grow when they feel safe, seen, and included—a reminder that belongs in our teams and in the relationships we return to after work.
Good product work asks what is true about a customer need that others may be overlooking. Before scaling a familiar solution, look for the insight that makes a new one worth building.
Cover images via Open Library.
For conversations about technology, product strategy, organizational leadership, AI-enabled work, and building the systems that help good ideas ship.