I build lean, efficient growth engines from early traction to real scale.

I am a product marketing and growth leader who runs brand and performance as one function. I am currently SVP of Product Marketing & AI Growth Strategy at MoneyWellth, where I lead both the growth team and the product team. Before that: co-founder of two consumer brands that both appeared on Shark Tank and were both acquired, Director at KPMG founding its Connected Commerce Advisory practice, Senior Category Leader for Amazon Handmade, and Xbox product marketing at Microsoft.

Positioning, brand identity, in-product voice, UX/UI direction, the acquisition surface, and the roadmap. At MoneyWellth I made the case to our CEO that product-led growth only works when marketing and product operate as one team, then ran both. In practice that means I own the number, the message, the experience that has to deliver it, and the team that ships all three.

At MoneyWellth: $250K to $17.4M ARR, 137K paid users, and blended CAC down 61% to $14. At Amazon I took Handmade from $0 to $451M across eight markets. At KPMG I grew a new advisory practice from 3 consultants to 55 in 18 months. Across my career: $700M+ in new revenue generated and $78M in marketing spend directed.

Both, and I do not think the split survives contact with a real P&L. Brand logic has to survive a test and tests have to respect the brand, so I hold creative direction and the media math in the same seat. The practical proof is that I have drawn identity systems and app screens myself and also run the incrementality tests that decide where spend goes.

Yes, and separating them is what causes the suffering. Split, marketing sells a promise the product has not shipped and product ships features nobody asked for. Merged, every roadmap decision is traced to demand data — search and paid queries, sales objections, support tickets, onboarding drop-off — and the brand is built inside the product rather than layered on top of it.

It is not a copilot subscription or a pilot project. AI did not replace my team; it transformed the depth and breadth each person can own, so I redrew every scope around what one person armed with frontier models and their Claude agents can actually accomplish. Product managers ship into staging with engineers reviewing and releasing; growth marketers design and build their own creative, stand up dozens of dynamic landing pages against high-intent keywords, and run the paid campaigns behind them.

Agents own production inside the loop; people keep judgment and the kill criteria. Every output ships against a written system — semantic color, assigned type roles, and an in-product voice rule — so quality is a specification rather than a matter of taste. I approve anything that ships with the mark on it, and nothing goes live because a model produced it faster.

Cheap customers are easy to buy, so CAC never gets read without LTV next to it. I hold self-serve conversion, activation to a connected account, retention past ninety days, and support volume as the operating set — a design that needs explaining shows up as tickets. Channel decisions come from incrementality tests rather than a shared attribution model, because platform-reported conversions will happily sell you credit for demand you already had.

Companies between early traction and real scale — roughly $1M to $50M ARR — that need brand, product, and growth to move as one system and cannot afford three separate leaders to do it. I am the right hire when the mandate is to build the engine and the team. I am the wrong hire for a maintenance role on an established brand where the job is to protect what exists rather than build what is next.

No. The work spans fintech and financial wellness at MoneyWellth, consumer products at New Ocean Ventures, marketplace and e-commerce at Amazon, enterprise B2B advisory at KPMG, and gaming at Microsoft — across consumer, B2B, and B2B2C motions. What transfers is the method: find the demand, prove the channel, build the system that compounds.

I am open to conversations about senior full-time leadership, and to selective advisory or fractional engagements where the problem is a growth engine that needs building rather than a report that needs writing. The fastest way to start is to tell me what you are trying to grow and what is currently in the way.