Over ten years of
making the complex
feel simple.

Greenfield products are bets on year five that still have to justify themselves every quarter. Four Amazon talent products were designed as one system and built in pieces, so each could launch on its own schedule without the whole drifting apart. Anchor went further: nobody asked for it, so I spent a week reading two years of proposals against their outcomes and turned a chronic complaint into four numbers that could be funded.

Talent meant product, engineering, applied science and HR working to one plan across four delivery schedules. PNC meant legal, compliance, marketing and engineering inside the same two-week loop for sixteen sprints, with constraints arriving as design inputs rather than late approvals. The joins between groups are where these programmes actually fail, and the joins were my job.

Succession planning had to be sold to VPs who had named their own replacements in a spreadsheet for a decade before it could be designed at all. At Kellton the same skill runs upward: product vision and multi-quarter strategy agreed with C-level and board stakeholders, against a P&L I own. Work that cannot survive that room does not get built.

In a services business the hardest user is the one evaluating you. For Anchor I interviewed four client procurement contacts to learn how proposals are actually scored — compliance first, coherence second, content third, the exact reverse of how firms write them. That ordering became the product’s priorities. Client-facing work at PNC and Kellton has meant designing to somebody else’s rulebook and defending it in their review.