Product Executive | Business Systems Architect
Enterprise product executive operating at the intersection of product strategy, business architecture, and capital allocation across interconnected service portfolios. Trusted by senior leadership to restore momentum by clarifying strategy, priorities, and funding decisions, making hard tradeoffs, and aligning engineering + GTM execution to measurable outcomes. Builds operating models and develops PM talent, targeting a 3-5 PM team in next role.
- Turnaround growth + economics: Reversed Verizon CDN resale decline ($45M -> $38M) and rebuilt the commercial engine to $78M run-rate by year 2 with line of sight to $100M run-rate in year 3; improved margin 18% → 23%
- 0→1 business creation: Launched 2 new enterprise services from concept -> GA, owning narrative, roadmap, and GTM enablement; drove $1M+ ARR in year 1 / 100+ customers
- Strategic reinvestment shift: Sunset underperforming service (~250 customers / ~$2.5M ARR peak) to unlock a replacement offering targeting ~$500M opportunity by year 5
Turnarounds 0→1 incubation Portfolio strategy Pricing/packaging Unit economics Enterprise GTM motions Operating models & mechanisms Cross-functional leadership Executive communication Deprecations & migrations Talent development
$50M+ portfolio; 8,000+ customers; 0→1 launches (Diode, AppConfig); GovCloud (9 months). Partnered across engineering, field, support, and leadership to improve roadmap focus and execution outcomes.
- 0 → 1 launches: Led incubation and General availability launch of AWS Diode (and AWS AppConfig) from initial business case through MVP, pricing/packaging inputs, and GTM enablement; achieved $1M ARR and 100 customers in year 1
- Re-architected portfolio by sunsetting underperforming service (peak ~250 customers / ~$2.5M ARR) after diagnosing product-market mismatch; redirected investment to a replacement platform targeting ~$500M opportunity by year 5
- Managed senior-leadership and strategic-customer concerns during deprecation by establishing a long-horizon transition plan and clear migration paths—protecting customer reinvestment plans while maintaining strategic momentum
- Eliminated material support/compliance risk by retiring a hardware appliance offering with disconnected support, impacting ~250 customer deployments; removed six-figure annual exposure while preserving customer trust through a stable, customer-friendly support horizon
- Architected operating mechanisms aligning portfolio strategy, capital deployment, and execution cadence (KPI instrumentation, planning cadence, decision frameworks) and drove cross-functional accountability
- People leadership: Mentored 4 individuals to promotion; managed 2 junior PMs, guiding one into PMM and another into a strategic lateral move—both promoted within a year in their new roles
P&L owner for $80M B2B services portfolio (managed services/resale; Content Delivery Network (CDN) primary)
- Rationalized a portfolio of resale/managed services by evaluating product-market fit and unit economics; selected CDN as the strategic growth bet and exited / deprecated lower-return offerings to concentrate investment and simplify the portfolio
- Turned around the CDN resale business—reversed revenue decline ($45M → $38M) and rebuilt the commercial engine to reach $78M run-rate by year 2, with line of sight to $100M run-rate in year 3
- Rebuilt packaging + pricing and improved unit economics: simplified customer pricing and renegotiated partner terms to increase margin 18% → 23%
- Scaled GTM execution across multiple sales orgs: created positioning/messaging, built the sales motion with Sales Ops, ran enablement roadshows, and recruited Solution Architects as overlay specialists to accelerate field adoption and customer evaluations
- Standardized intake/prioritization and launch governance across multiple teams, improved onboarding predictability and reduced cycle time
- Built operating workflows and analytics instrumentation to improve onboarding predictability and reduce cycle time across multiple stakeholder teams
Oversaw major platform rebuilds, content delivery system builds, and partner-facing B2C web properties
- Turnaround: Rebuilt a Top 3 real estate property, increasing engagement 300% and lead conversion 50% through experience redesign and funnel improvements
- Led redesign of 4 major websites, modernizing UX and rebuilding supporting back-end systems including Content Management Systems (CMS)
- Introduced repeatable PM operating model across Design, Engineering, QA, BD, Marketing, and third parties—recognized for raising standards and execution discipline
- Implemented funnel optimization + SEO enhancements, increasing traffic and retention 32%
- Instrumented analytics (Omniture) and established A/B testing to drive continuous experience improvement and data-backed prioritization
Combined Communication, Business, and Technology
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