I've seen what happens when technology fails the people relying on it. I build so it doesn't.
I didn't start in product management. I started in the field, doing the work most people only read about in documentation.
My career began in wireless and network engineering, doing hands-on RF design and field work where the feedback loop was immediate and unforgiving. If the network didn't perform, you knew it fast and fixed it yourself.
From there I moved into engineering consulting at Ericsson. I was managing Tier-1 partner delivery governance across a national carrier program, writing SOWs, developing technical requirements, and holding SLA accountability across a complex partner ecosystem.
The results were measurable: faster deployment cycles, improved SLA performance, and stronger partner delivery outcomes driven by analytics and disciplined planning. I built relationships with OEM and ODM partners that taught me how large-scale technology programs actually get done. That experience of translating technical complexity into structured delivery, with real accountability attached, is something I've carried into every role since.
That led into AT&T, where I led nationwide network deployments across 4G, 5G, Private LTE, and FirstNet programs. I managed enterprise deals, led cross-functional teams, and spent years studying how real users moved through networks.
Their habits, their behavior, the gap between what engineers designed and what customers actually experienced. That gap became my professional obsession and eventually pulled me from engineering into analytics, and then into product.
At AT&T I directed a $75M modernization program that unified over 100 platforms nationwide, built a Voice of Customer framework across 25 departments, and translated years of field-level insight into decisions that moved the business forward in measurable ways.
At Ace Computers the complexity scaled further. I led product strategy for AI-enabled SaaS, HPC, and cloud platforms in some of the most demanding regulated environments around, including DoD programs, federal agencies, and industrial and public sector clients.
I personally led our LATAM market expansion alongside my team, navigated global compliance frameworks, and managed product categories spanning enterprise AI platforms to digital forensics hardware. Holding technical credibility, business strategy, compliance, and partner relationships at the same time became the job. I generated $25M+ ARR and built a new product division from nothing to $300K in its first quarter.
When the job market turned in 2025, I started Techo Tuesday from scratch. A local tech services company for homeowners, families, and small businesses across Chicagoland. It grew through word of mouth, real results, and a simple belief: people deserve honest tech help without the runaround. Still building it.
Today I lead programs at scale with that full range of experience behind every decision. I hold SAFe certifications in AI-Empowered Product Management and Agile Leadership, and I'm completing LLM engineering and Generative AI courses through Edureka and upGrad this spring. Staying current isn't optional for me. It's how I'm wired.
I read the technical docs. Most PMs don't. I do, because that gap is where projects usually fall apart. My engineering background isn't a talking point. It's what lets me have a real conversation with the people building the product.
I can walk into a room with a government contracting officer, a software architect, a field operator, and a skeptical end user and have four different productive conversations without losing the thread. I've done this across domestic markets, federal agencies, and international expansion into LATAM. I don't just translate between technical and business. I listen for what people actually need underneath what they're asking for.
I bring structure to ambiguity. Not by applying a framework and calling it done, but by getting in the room, asking the uncomfortable questions, and staying until there's a clear path forward. High-pressure environments don't rattle me. I've managed global compliance requirements, DoD programs, and market launches simultaneously. I do my clearest thinking when things are chaotic.
I built a business during one of the toughest job markets in years. Not as a placeholder. As a decision. Real clients, real problems, real accountability. That experience lives in every product decision I make.
Trust is the foundation. Without it, every process becomes a bottleneck and every conversation becomes a negotiation. I build trust first, with customers, with teams, with stakeholders. I'm also direct. I'll challenge a roadmap that doesn't hold up, and I'll do it with enough context that the conversation moves forward instead of stalling.
I'm a storyteller. I can take a complex product challenge spanning AI governance, federal compliance, or international markets and make it legible to a board, a customer, a regulator, or a new engineer on day one. I like competition. I like the grit. I like problems without easy answers. That's not performance. It's just how I'm wired.
"The best products don't feel like technology. They feel like someone finally understood what you needed."