At PartnerHero, I served as Owner, COO, and President, driving execution across customer experience and operations. I stepped into complex, ambiguous challenges and turned them into clear, workable systems, aligning teams and ensuring work led to real outcomes—not just plans. I’m known for bringing clarity, momentum, and follow-through in fast-moving environments.

At Coursera, I built something from nothing: a multi-vendor global customer support operation that actually worked. Managing seven vendors, I negotiated contracts that cut costs by up to 35%, implemented quality and performance standards across the board, and created the operational backbone that let the team scale without losing consistency.

Genentech is where I learned that operations done well actually changes people's lives. Across three roles — Foundation Specialist, Case Manager, and Governmental Policy Associate — I built processes, trained teams, redesigned workflows, and worked directly with patients and underserved communities. Reduced patient case backlogs by 50%, cut turnaround time in half, and left having been named Top Talent three years in a row and selected for the Emerging Managers Program.

My entire career in operations has been built around remote and distributed teams. At PartnerHero, I wasn't just managing remote workers — I was building the systems that made remote work actually work: how people were hired, onboarded, held accountable, and developed across time zones and cultures. By the time I sold the company, we had 3,500+ employees operating globally, bootstrapped and profitable. I know what breaks in distributed organizations and how to fix it before it does.

The hardest part of scaling isn't the strategy — it's the people. Getting the right person in the right seat, at the right time, with the right support around them. I've done this across functions, cultures, and stages of growth. I've made the deliberate hire when everyone was pushing for fast, and I've built the management layers that let leaders lead instead of just supervise. A team that works isn't an accident. It's a design problem — and one I've spent my career solving.

Most management problems aren't people problems — they're system problems. Unclear expectations, broken feedback loops, accountability that only shows up when something goes wrong. I've built the structures that make good management possible at scale: how performance gets measured, how development happens, how difficult conversations don't get avoided. When people know what's expected, have what they need, and trust that someone is paying attention — they do their best work. That's the environment I build.

The first 90 days tell a new hire everything about whether they made the right choice. I've seen organizations treat onboarding as paperwork and a calendar invite — and then wonder why people disengage early or never quite find their footing. I've built onboarding systems that do the opposite: that give people context before they need it, connection before they feel isolated, and clarity before confusion sets in. Done well, onboarding isn't just orientation. It's the foundation of retention.

Great support isn't about speed or scripts — it's about making someone feel like their problem actually matters. I've worked closely with support teams and the leaders who run them, and what separates the good from the forgettable is almost never the technology. It's whether the people on the front line feel equipped, trusted, and like their work means something. When that's true, customers feel it.

Every organization hits a moment where the plan stops working. A key person leaves, a client relationship fractures, something breaks that wasn't supposed to. What matters in those moments isn't having all the answers — it's being able to stay steady, think clearly, and move decisively while everything feels uncertain. I've been in those rooms. I've made the hard calls, communicated through the chaos, and helped teams find their footing again. Crisis doesn't reveal character so much as it reveals preparation — and I've learned to prepare.

A vendor relationship that's just transactional will perform like one. I've managed partnerships where the stakes were high — where a missed deliverable or a misaligned expectation didn't just create friction, it created real business problems. The difference between a vendor who shows up and one who delivers is almost always in how the relationship was structured from the start: clear scope, honest communication, accountability that goes both directions. I treat vendors like partners worth investing in — and that investment tends to come back.

Most people have been on one side of an outsourcing relationship. I've been on both. At PartnerHero, I was part of building what clients were buying — the team, the training, the quality standards, the culture that has to hold even when no one from the client is watching. And in other roles, I've been the client — evaluating partners, managing contracts, holding vendors accountable, and trying to make the relationship actually work. That dual perspective is hard to come by. I know what breaks down on both sides, and I know what it takes to build something that holds.

Retention isn't a metric you chase — it's an outcome of how well you actually understand your customers. I've built and led customer success functions where the work wasn't just about keeping accounts off the churn list. It was about knowing what customers were trying to accomplish, staying close enough to see problems before they became crises, and building relationships that made renewal feel like an obvious next step rather than a negotiation. The customers who stayed longest weren't the ones we pitched the hardest. They were the ones we listened to the most.

My work has taken me across industries — technology, ecommerce, outsourcing, nonprofit, biotech, health care, and beyond. What transfers is a way of thinking: how to diagnose what's actually broken, how to build the right team or process for the context, and how to help organizations move from stuck to functioning well. If you're working through a leadership challenge, a scaling problem, or a customer experience that isn't landing the way it should, I'd love to hear about it. Reach out — let's see if there's a fit.