A project manager who came up through engineering, design, and marketing.

I spent the first three years of my career as a software engineer at a fintech startup, shipping production code on a four-person team. The lesson that stuck with me: the hardest problems were never technical — they were figuring out which thing to build, and why.

That curiosity pulled me sideways. I joined a brand and growth team for two years, where I learned that positioning is a product decision, that copy is UX, and that channels shape product as much as the other way around. From there I embedded with a design team during a major redesign and watched a great research practice change the entire shape of a roadmap.

Project management is where those three threads converged. Today I lead delivery at the seam of engineering, design, and go-to-market — favouring small, focused teams; tight feedback loops; and written thinking over heroic meetings.

How I work

• Start from the user, end at the metric. A clear problem statement and a clear measure of success. The work in between is negotiable.
• Write to think. Every meaningful decision goes into a doc first. It saves the room from rehearsing what could have been read.
• Disagree narrowly, commit broadly. I want the strongest version of the opposing view in the room before we ship.
• Sequence ruthlessly. Most roadmaps fail at sequencing, not at scoping. The right thing in the wrong order is the wrong thing.

What I'm looking for

A senior project manager role at a tech-forward company where craft is taken seriously, stakeholders stay aligned, and the team is allergic to busywork. Bonus points for design-mature, engineering-led cultures.