Results — for hiring managers

Scale without people is just complexity.

The numbers on this page are evidence of something more than efficiency. They're evidence of systems that worked because the humans inside them were designed in, not designed around.

That's the distinction I care about, and it's what the metrics are actually measuring.

If you're evaluating me for a role, you should be. That's the right posture for this part of the process. This page is built for that.

Scale & scope

The environments this work has run in.

200+ Meta person product organization
4 JUUL Labs continents, 6 departments, 20+ teams — enterprise change control
30K Renew Financial loans, $4.5M monthly volume — prepayment portfolio
30+ SCRAP stakeholder groups, $700K budget — facility relocation
The matrix org question

Does it translate to a matrix? The short answer is yes, and the evidence is specific.

Most of my experience is in environments where the decision-maker was clear. Here's why that doesn't limit what I can do in a matrix.

Meta

I built and ran an OKR program for a 200-person Product organization. Twenty teams, no mandate authority, every team had its own leadership, its own priorities, and its own reasons not to participate.

Participation rate landed at 80%. That didn't happen because anyone was told to show up. It happened because the program was designed around what each team actually needed the rhythm to do for them, and because I spent the early weeks talking to team leads rather than rolling out a template.

80% OKR participation across 20 teams — no mandate authority
JUUL Labs

I ran the Change Control Board — a weekly cross-functional governance forum with VP-level stakeholders from Regulatory, Compliance, Documentation, Product, and Engineering. Two hundred change requests a year. Every one of them a negotiation between competing priorities across four continents.

The board's job was to reach consensus on technically difficult, regulatorily high-stakes decisions without anyone having unilateral authority. I facilitated the forum and I owned the process that made the forum work.

Zero major audit findings. 50% reduction in processing time.
Outcomes by function

Specific results, by area.

Process improvement
  • 50% reduction in processing time — JUUL Labs
  • 75% reduction in refund processing time (12 months → 3) — Renew Financial
  • 30% cost reduction in operational overhead — Key13 Studios
  • 25% increase in project throughput — Key13 Studios
Systems implementation
  • Enterprise PPM system across 6 departments — JUUL Labs
  • End-to-end system prepayment management — Renew Financial
  • First CRM + PM implementation from zero — Key13 Studios
  • Enterprise CRM build and deployment, desktop and mobile — Central California Solar
Team development
  • Team of 7 Product Operations Managers built and led — Meta
  • 50+ engineers trained on compliance processes — JUUL Labs
  • 80% participation across 200+ person organization on shared OKRs — Meta
  • 25% increase in employee engagement through operating rhythm redesign — Meta
Compliance & audit
  • Zero findings highest department compliance score — JUUL Labs
  • 99% compliance rate, annual FDA audit — JUUL Labs
  • 100% elimination of non-compliant processing — JUUL Labs
  • 80% reduction in customer complaints on 30,000-loan portfolio — Renew Financial
From colleagues
Testimonial — coming soon

"Quote placeholder — named attribution, role + company, specific to a concrete outcome or working style observation."

Criteria: named attribution · role + company · outcome-specific, not generic praise
The pattern

That's not a liability to manage around. It's the operating model.

Across every role on this page, the same thing happens.

I enter an environment where I don't have the domain-specific background the rest of the room has. I read the system quickly. I find the people who actually know how it works — not the people with the titles, the people with the context — and I build from there. I deliver before anyone expected me to, and the things I build outlast my tenure.

At JUUL, I had no medical device compliance background when I started. Within a year, zero major audit findings.

At Meta, I inherited a fragmented Product Operations function and a 200-person organization with no shared operating rhythm. Within the year, 80% OKR participation across twenty teams.

At Renew Financial, no financial services experience going in. Came out the other side having redesigned the process that was generating most of the portfolio's customer complaints.

Next steps

If the shape of this matches what you're hiring for, reach out. I'm happy to walk through any of this in more depth.

Happy to walk through any of this in more depth. Reach out