Making big ideas work.
Over the past decade, I’ve partnered with executives and teams to bring structure to complexity—scaling organizations, launching products, and aligning leadership around what matters most.
I’ve served as Chief of Staff and senior operator, helping fast-moving companies stay grounded while growing. I care deeply about culture as much as cadence—whether it’s building rituals that connect people, designing tools that make teams more effective, or creating rhythms that keep everyone aligned.
At my core, I’m a trusted partner to C-level leaders: someone who can translate strategy into action, ask the hard questions, and help take ideas from messy beginnings to meaningful outcomes.
On a journey to leave the world a little better than I found it -
partnering with visionary leaders to take ideas from nascent to full legibility.
The Architecture of Focus
Context
Matterport, fresh off an IPO and navigating a post-RIF environment, was balancing growing demands with limited resources. The organization required sharper focus and alignment to scale as the market leader in digital twins and property intelligence. Leadership made the decision to evolve the business from verticalized GTMs to a solution focused model— centering on Promote and Operate use cases — to bring sharper focus and alignment across the organization.
As Chief of Staff, I partnered with the CEO and executive leadership to design and implement this model. My role was to balance strategic redesign with operational stability — ensuring we could both adapt to the demands of growth and create a structure capable of scaling in a market-defining category.
Challenge
A leaner organization meant focus was spread too thin.
Vertical GTM motions created duplication and gaps between strategy and execution.
The company needed a structure that could scale while ensuring stability in “run the business” functions.
Approach
Introduced SMEs as General Managers for Promote and Operate solutions.
Built a cross-functional team overlay spanning product, design, engineering, and GTM to shape and execute solution focused plans.
Established solution-specific targets that complemented — not duplicated — business KPIs.
Kept reporting lines stable for one year, ensuring continuity while testing the new model.
Ran multiple planning cycles to reset priorities and launched solution strategies at the annual PDE conference.
Framed and embedded a “Product-Led, Solution-Focused” operating model.
Impact
Shifted from ad hoc product launches → 2 predictable release campaigns per year, creating reliable windows for GTM and Engineering.
Improved on-time delivery and resource prioritization by anchoring engineering to solution-specific product mixes.
Enabled GTM to run solution-focused campaigns beyond launches, reducing time spent on low performing verticals.
Achieved stronger executive alignment, uniting leadership around Promote and Operate as growth levers.
Began tracking attach rates across MLS to track growth
Saw the Operate solution become the highest-growing area of the business.
From Siloes to Seamless Shipping
Context
Product, Design, and Engineering were siloed, with little shared direction or alignment to goals. Teams were frequently pulled in different directions by conflicting executive priorities, creating churn and confusion. Without visibility into the full scope of work, leadership struggled to align and teams struggled to focus.
What I Did
Consolidated Product and Design under one executive to strengthen leadership alignment.
Introduced a shared worksheet to track projects, phases, goals, and capacity, creating org-wide visibility.
Forced executive alignment by making all workstreams transparent and requiring tradeoffs to be made in the open.
Launched PDE Converge weekly sessions, where a single project was spotlighted for collaborative problem-solving with executives.
Embedded quarterly planning cycles with prioritization, capacity management, and the ability to pause lower-priority work.
Drove adoption of a Product Development Lifecycle to support testing and learning cycles.
Impact
Reduced meeting time by creating focused, high-value forums for alignment.
Increased visibility into projects and resources across all functions.
Decreased pod churn by enabling teams to pause low-priority work and focus on what mattered most.
Improved cross-functional culture, with stronger collaboration between Product, Design, and Engineering.
Established discipline around the Product Development Lifecycle, leading to more effective testing, iteration, and learning.
Brought executive leadership into alignment, reducing conflicting direction and enabling a unified strategy for shipping product.
Turning Doubt Into Discipline
Context
Matterport struggled to run unified product launches. Each function (Product, Design, Engineering, Marketing, Sales, Support) operated independently with no clear connection points. Leadership decided to institute seasonal product launches. Two launches each year that would reinforce the dominance that comes with being a category leader and signal to investors Matterport’s unwavering commitment to innovation. There was much skepticism that a coordinated GTM Product Launch program could be achieved, let alone repeatedly. The challenge was to align leadership, overcome critics, and establish a model for launching as one unified voice, on behalf of our customers - both present and future.
What I Did
Defined clear roles and responsibilities across 20+ stakeholders.
Secured executive alignment upfront through briefs before team kickoffs.
Ran weekly cross-functional working sessions and bi-weekly executive reviews to keep leadership engaged.
Set milestones, accountability owners, and retrospectives to drive discipline and learning.
Introduced Launch Day tick-tocks and post-launch reporting for visibility.
Authored the Matterport Launch Playbook after the first program, institutionalizing seasonal product launches.
Personally directed the next four launches, then seamlessly handed off ownership once the program was established.
Impact
Transformed skeptics into champions of the practice, establishing launches as a core operating mechanism.
Shifted from ad hoc, siloed releases to seasonal, company-wide launch cycles.
Improved on-time delivery and reduced last-minute scrambles.
Increased cross-functional efficiency by uniting Product, Design, Engineering, Marketing, Sales, and Support around one plan.
Elevated executive confidence, proving the value of programmatic execution at scale.
The Sum of the Parts: Introducing PDECon
“We just completed a successful developer Summit and Hackathon with the Matterport team. Coming out of that, I’m very confident that we have an outstanding and innovative product road map that will delight our customers and, for you all, more importantly, our shareholders.”
Context
During COVID, remote work fractured connection across Product, Design, and Engineering. Silos deepened, communication weakened, and teams felt disconnected from leadership and purpose. Trust was low, alignment was unclear, and morale needed a spark.
What I Did
Conceived and executed the first-ever PDE Conference (PDECon) — a summit designed to reconnect teams, rebuild trust, and celebrate collective progress.
Operated as a team of one, handling all programming, logistics, and design from concept to execution.
Curated an agenda blending team-building exercises, lightning talks, and product vision sessions from leadership to align and inspire.
Established PDECon as an annual cultural ritual, expanding its scope and sophistication each year.
Impact
Attendance grew 44% from 125 to 180 within the first two years.
100% of attendees expressed interest in participating again the following year.
By Year 2, all VP+ and the full Matterport executive team attended and actively participated.
PDECon became a budgeted annual tradition, embedded in the operating rhythm of the organization.
By Year 3, following Matterport’s acquisition, the event evolved into CSGP TechCon — uniting 1,500+ attendees across 9 offices.