I work at the intersection of product analytics, solution engineering, and technical storytelling. My job is not to explain the features. It is to connect them to outcomes — and make sure the right people can understand and act on that.
Who I Am
"I can walk into a complex room, understand the real problem quickly, and explain the path forward in a way that makes technical and non-technical people align."
I am a translator. Between business goals and technical systems. Between what a platform does and why it matters. Between what data shows and what it actually means.
That is a rare combination — someone who is equally comfortable in an executive strategy conversation, a deep technical architecture review, and a hands-on product analytics discussion. I sit at that junction by design.
Before Amplitude and Optimizely, I spent years building that range: leading web development, channel sales, partner enablement, and customer success across companies of different sizes and industries. I also served in the United States Marine Corps — which shaped how I think about mission clarity, execution under pressure, and leadership that is built on trust, not title.
What I Work On
My work today lives at the overlap of solution engineering, product analytics, experimentation, and technical enablement.
Day to day that looks like: running high-stakes discovery with enterprise buyers, designing demo narratives that build business arguments not product tours, translating data behavior into decisions, and helping partners and internal teams understand not just the platform — but the operating model that makes it work.
I am strongest when there is ambiguity, complexity, or pressure. That is where clarity actually matters.
What I'm Great At
Not a list of skills. These are the patterns that show up every time, across every role, in the rooms that matter.
01
I see relationships between systems, behavior, process, and outcomes quickly. I often identify the real issue beneath the surface problem — before others have finished describing the symptom.
02
I take technical, product, or data-heavy concepts and explain them in language executives, partners, and cross-functional teams can understand. Not simplified. Accurate and accessible.
03
I do not stop at surface requirements. I push toward context, constraints, motivations, and real business impact — because the stated problem is rarely the actual problem.
04
I speak with credibility in rooms that matter. Comfortable presenting, teaching, guiding, and challenging — and I know when to do each. Presence without performance.
05
A demo is not a product tour. It is a narrative, a business argument, and a trust-building exercise. I build demos that work because they reflect the buyer's reality, not just the product's capabilities.
06
I learn quickly and apply what I learn fast. New domains, tools, and expectations get absorbed in motion. I am especially effective in environments where standing still is not an option.
07
My best work happens when leadership gets in the trenches, not just directs from above. I bring that same model to the teams I work with — practical, action-oriented, accountable.
How I Think
The problems I work on are rarely just technical or just business. They sit at the intersection. Here is the loop I run on all of them.
Not what people say is happening. What the data, behavior, system, or conversation actually shows. Reality first. Narrative second.
Surface-level diagnosis leads to surface-level solutions. I push toward the mechanism — what inputs, dependencies, or behaviors produced this outcome.
Most situations have more data than insight. I try to separate what matters from what is just there — and resist the pull toward comfortable but irrelevant facts.
To the buyer. To the team. To the user. Prioritization is not time management. It is clarity about what actually changes the outcome.
Clarity is not dumbing it down. It is ensuring the explanation survives contact with reality — and that the right people can move because of it.
Experience
Working at the enterprise pre-sales layer — running technical discovery, designing demo narratives, and connecting Amplitude's product analytics and experimentation capabilities to measurable business outcomes for buyers across industries.
Led technical solution work across Optimizely's experimentation and digital experience platform — from discovery through proof-of-concept to partner readiness. Worked directly with enterprise customers, partner teams, and GTM leadership to drive adoption and technical confidence.
A formative stretch of roles that built the range. Led web development, digital product work, channel sales strategy, training program design, and customer enablement across multiple organizations. Volunteerism included a partnership role with TEDxSanAntonio.
The Marine Corps shaped the fundamentals: mission clarity, execution under pressure, accountability without excuses, and leadership that earns respect through action. That foundation runs underneath everything I do professionally.
Point of View
Most analytics conversations stop at the dashboard. Numbers up, numbers down — somebody declares success or panics. The actual work is what comes after: figuring out why behavior changed, what it means, and what to do next.
I believe analytics should not just tell teams what happened. It should help them understand why it happened — and give them enough confidence to act on that understanding.
Reporting vs. Understanding
Counting is not insight. Real value comes from connected context — not more charts.
Features vs. Operating Models
A platform is not the transformation. The change in how a team thinks and operates is the transformation.
Experimentation vs. Winning Tests
Running experiments to win is the wrong frame. The goal is learning — fast enough to actually change direction.
Technical Clarity as Advantage
Most teams lose deals, adoption, and trust not because their product is wrong, but because they cannot explain it clearly enough for people to act.
Data Visibility vs. Decision Confidence
Access to data is not the same as the ability to make better decisions. The gap between them is where most organizations are stuck.
Writing
When I write, I try to say something I actually believe — not perform having an opinion. 19 articles total. A few recent ones below.
December 2024 · 5 min read
On how developers approach research, product evaluation, and technical decisions — and what that means for anyone trying to earn their trust.
June 2024 · 5 min read
Why knowing who you are talking to is not a nice-to-have — it is the entire mechanism. Identity resolution as a strategic, not just technical, capability.
May 2024 · 3 min read
Experimentation is not just for product decisions. When used well, it is one of the sharpest tools for understanding who your audience actually is.
2024 · 2 min read
At the core of personalized marketing is identity resolution. Why it matters strategically, not just technically.