I've spent the last decade working at the intersection of data, marketing, and product. Here's a closer look at what I've built and how I think about the work.
A quick note: the visuals below are recreated mockups, not screenshots of actual products. The work is real, but I've built these to illustrate the concepts without sharing anything proprietary.
Product Manager, 2024-Present
The core customer problem was straightforward: contractors needed to understand how their business was performing, but our reporting couldn't keep up with what they needed to see. Reports loaded slowly, showed static views with no way to explore, and every new report required our engineering team to build and deploy across multiple sprints. We tried solving this with Tableau Embedded, but it created new problems: poor load performance, limited control over branding and UX, and the same multi-sprint deployment bottleneck.
The question became: how do we give customers the reporting they need without our team being the bottleneck for every request? We evaluated ThoughtSpot Embedded, but a straight integration wouldn't work. We needed control over provisioning and data access at a level ThoughtSpot doesn't handle natively. So we built a hybrid integration with a custom middleware layer that manages what each user can see, while ThoughtSpot handles the analytics experience. On top of that, we shipped Custom Reporting via Spotter AI, which lets users build and save their own reports using natural language. Report generation went from minutes to seconds, and customers stopped waiting on us to answer their own questions. We packaged the full experience as Advanced Reporting, a paid add-on, making feasibility easier to justify by tying it directly to revenue.
| Technician | Jobs | Revenue | Avg Ticket |
|---|---|---|---|
| Mike R. | 47 | $82,450 | $1,754 |
| Sarah K. | 38 | $71,200 | $1,874 |
| James T. | 52 | $68,900 | $1,325 |
| Lisa M. | 29 | $54,100 | $1,866 |
Product Manager, 2024-Present
The customer pain was one of those problems that's easy to overlook because everyone just accepts it: contractors manually maintaining their pricebooks. Equipment costs shift constantly, supplier catalogs change, and most contractors either spend hours updating prices or, more often, stop updating entirely and sell off stale numbers. That means they're either losing margin or losing bids, and they don't always know which.
The product question was whether we could eliminate the maintenance burden without changing the experience contractors already knew. We didn't want to rebuild the pricebook UI. We wanted to make the data behind it smarter. By integrating a third-party data platform with our own middleware, we connected pricebooks to live supplier pricing and territory-specific product catalogs. Prices stay current automatically, and the products a contractor sees reflect what they actually sell in their market. The bigger unlock was what happens downstream: accurate pricebook data now flows directly into homeowner-facing proposals with good/better/best comparisons, so a contractor's pricing structure becomes their selling tool. The feasibility challenge was stitching together external data, internal logic, and a user-facing output that felt seamless without disrupting existing workflows.
| Equipment | Price | Status |
|---|---|---|
| Carrier 24ACC6 2.5 Ton AC Unit | $4,385 | Current |
| Rheem RA16AZ 3 Ton Heat Pump | $5,210 | Current |
| Goodman GSX14 2 Ton AC Unit | $3,640 | Current |
The project below is where my career turned. What started as a marketing initiative to help our sales channel turned into the work that made me a product manager. I built something the business needed, learned to think in systems instead of campaigns, and never looked back.
Director of Marketing / Client Growth, 2020-2022
This started with a business development question: how do we make our supplier partnerships more valuable for both sides? Our supplier partners, the distributors and manufacturers who referred contractors to our platform, had zero visibility into how those referrals were actually performing. Their reps visited contractors armed with anecdotes and historical sales data from their own systems, which meant every conversation started with “How's business going?” instead of anything actionable.
We had the data to change that, and the project landed on my desk because it sat at the intersection of marketing, product, and engineering. At the time, nobody else was standing in that intersection. I scoped the requirements by talking to supplier reps about what would actually change their behavior in the field (product thinking). I designed the metric hierarchy and storytelling framework that made the data legible to a non-technical audience (marketing thinking). And I built the Tableau dashboards myself, writing the queries, structuring the data models, and standing up the views (engineering execution). Market-level performance, drill-downs to individual contractors, coaching-ready insights on financing adoption, ticket size, equipment mix.
The customer value for suppliers was immediate: reps walked into meetings already knowing where a contractor was strong and where they were leaving money on the table. For our business, it turned a referral relationship into a data-driven partnership. For me, it was the project that made the career shift obvious. I wasn't doing marketing that happened to involve data. I was identifying user needs, building a product to serve them, and measuring whether it changed behavior. That's product management, and it's what I've been doing since.