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Expertise

Product Leader · Commercial Strategy · AI Infrastructure

What I can own from strategy to execution

I work at the point where product, infrastructure, data, and revenue meet. The throughline in my career is simple: take messy, cross-functional problems and turn them into products, systems, and commercial outcomes.

Right now that means AI platforms and GPU products. Earlier it meant industrial automation, digital growth, analytics, CRM, marketing systems, and the financial discipline behind major product bets. In every case, I stay close to the operating detail without losing sight of the business case.

15+
Years across product, growth, and AI
30+
People led across engineering, design, marketing, and data
$25M+
Ad spend optimized with analytics behind the decisions
$100M+
Revenue impact across product and commercial programs

Where I add the most value

For recruiters and CEOs evaluating senior scope

  • Current focus

    I build AI platforms that have to work technically, commercially, and operationally.

    I am currently helping build the TELUS AI Factory across the full stack: data center, hardware, software, applications, and the customer-facing products around it. That includes creating GPUaaS offers, packaging capabilities for customers, managing multiple stakeholders across vendors, partners, sales, and internal teams, and keeping board and CEO updates grounded in what is actually being delivered.

    This work is not just AI strategy. It is product definition, commercialization, executive communication, deployment optimization, and cross-functional execution happening at the same time.

    • Work with internal TELUS teams to optimize AI deployments and decide where open-source alternatives are the smarter choice.
    • Help teams train smaller language models, support synthetic health data generation, and improve analytics through GPU-accelerated environments.
    • Operate comfortably from executive updates and partner management down to platform tradeoffs, delivery sequencing, and customer packaging.

    Typical stack

    GPUaaSNVIDIA AI EnterpriseKubernetesOpenAIGeminiClaudeOpen-source models

  • Financial ownership

    I am comfortable owning the numbers, not just influencing them.

    A big part of my value is financial judgment. I have owned P&L lines, set revenue targets, taken business cases to CFOs and executive teams, and worked through the commercial realities behind product and platform decisions. I know how to evaluate opportunities in terms of margin, scalability, execution risk, and whether the economics actually hold up once the work gets real.

    That is the lens I bring into AI, product, growth, and operations work: not just what can be built, but what should be funded, packaged, sold, and sustained.

    • Translate technical and operational complexity into business cases that stand up in executive and board-level conversations.
    • Balance investment, delivery risk, partner dependencies, and customer value instead of treating strategy as a slide deck exercise.
    • Bring commercial discipline to pricing, packaging, prioritization, and the operating decisions that shape long-term value.

    Commercial scope

    P&L ownershipRevenue targetsBusiness casesCFO alignmentCommercial deals

  • Product leadership

    I lead products across software, infrastructure, data, and physical environments.

    I have spent my career operating across more than one product category. Software products, physical products, data products, data center infrastructure, and customer-facing platforms all require different execution muscles, but the core work is the same: define the problem, align the stakeholders, sequence the delivery, and keep the outcome tied to the business case.

    That is why I can move between roadmap conversations, architecture reviews, delivery tradeoffs, and commercial planning without losing the thread.

    • Run end-to-end product work from concept and research through launch, iteration, and operational handoff.
    • Stay close enough to delivery to catch problems early, while still managing budget, resourcing, and what comes next.
    • Translate between engineering, design, sales, operations, and executives so decisions stay sharp and execution keeps moving.

    Core disciplines

    Product strategyRoadmapsTechnical architectureDelivery leadershipCross-functional alignment

  • Complex products

    I have shipped products in environments where reliability, coordination, and customer fit really matter.

    Before AI infrastructure, I worked in a capital goods company shipping industrial automation products to some of the largest pharma, chemical, and food companies in the world. That experience sharpened how I think about product work when hardware, software, operations, and customer delivery all have to line up.

    I am comfortable in complex operating environments where the product is real, the buying process is serious, and the downstream consequences of bad decisions are expensive.

    • Translate commercial requirements and field realities into product decisions the delivery team can actually execute.
    • Work across engineering, operations, vendors, partners, and customer-facing teams without losing momentum or accountability.
    • Bring the same discipline to scope, sequencing, and stakeholder alignment whether the product is digital, physical, or a blend of both.

    Operating scope

    Industrial automationHardware + softwareEnterprise deliveryPartner coordinationProduct operations

  • People and stakeholders

    I know how to make complicated organizations move.

    A lot of senior work comes down to alignment. I have led teams across engineering, design, marketing, and data, and I am used to working through competing priorities with vendors, partners, internal teams, and commercial stakeholders. Most product problems are people problems before they become technical ones.

    My operating style is to get ownership clear, make decisions visible, and keep the right people involved without turning execution into committee work.

    • Lead multi-disciplinary teams and create enough structure for people to move without unnecessary friction.
    • Manage board, CEO, partner, sales, and delivery conversations without losing the operational reality underneath them.
    • Keep teams aligned on decisions, accountabilities, and sequencing so progress does not depend on heroics.

    Leadership scope

    Team leadershipStakeholder managementVendor managementExecutive communicationDecision making

  • Data and growth

    I also know how growth, data, CRM, and marketing systems translate into revenue.

    I have spent a significant part of my career managing digital growth: analytics, paid media, CRM, lifecycle programs, and marketing automation. That means I do not treat go-to-market as a handoff. I understand the systems, reporting, and operating discipline required to turn product work into measurable commercial performance.

    That background includes Adobe and Salesforce ecosystems, Braze, HubSpot, search and performance marketing, and analytics programs tied directly to decision-making.

    • Use analytics and reporting to separate real signal from noise so teams can make better commercial calls.
    • Run CRM and marketing automation programs that connect acquisition, lifecycle communication, and conversion performance.
    • Bring a commercial lens to product leadership because I have already owned the channels, dashboards, and execution layers that drive growth.

    Systems

    Adobe Experience CloudSalesforceBrazeHubSpotGoogle AdsAnalytics and attribution

If you are hiring for someone who can move between board conversations, product decisions, technical tradeoffs, and commercial execution, the story on the about page explains how that range was built.

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