The story
2014 to 2017, Fieldlens. I talked my way into an assistant PM position with no PM experience by convincing the head of product I could do the job. I eventually led our two mobile teams building our core product. Helped grow ARR from $50K to $1M+ toward an acquisition by WeWork. Won a 2015 Gold Stevie for Best New Technology against apps from Accenture, TriNet, and Capital One. I still have the trophy at home!
2017 to 2020, WeWork. Arrived via the acquisition. The Fieldlens executives scattered into the larger org and the entire product line landed on me, inside a department building technology for real estate and development. After 2 years, I had rolled it out to construction teams in 15 countries in 7 languages, built the metrics WeWork used to measure build speed and quality on 700+ openings. My impact was roughly $24M in measured construction efficiencies in 2018 alone, and I kept every external client through the acquisition with little churn. Then everything at WeWork happened for reasons famously unrelated to my corner of it, and I went looking for a new adventure. There's another fun story here about how I parted ways at WeWork, but you gotta talk to me in person about that.
2020, Pepper (and pivots!). I joined Pepper in February 2020 as the first PM hire. Within weeks, COVID zeroed out our restaurant customer base. We pivoted to Pepper Pantry, a direct-to-consumer site built on Shopify for food distributors' stranded inventory and it took off! We hit $200K weekly revenue in three weeks. It kept the company alive, but at significant growing pains. That summer I read an article about Shopify "arming the rebels" against Amazon and sent the article to my two founders. That ended up becoming our white-label strategy: don't build a marketplace that makes distributors compete on price, give each one their own storefront. Our first contract was signed not long after.
2020 to 2024, the foundation. Sole PM for four years. Built the Ordering platform: hundreds of distributor launches, tens of thousands of active users. Launched payments as a second business and got it to spike. Split engineering into two teams. Grew the team from 3 to 12 engineers.
2024, the portfolio year. Handed Ordering (our core product) to our second PM. I cannibalized the payments team on purpose to seed a new team building tools for distributor sales reps. Took it from zero to real revenue in months, hired my own replacement to run it, then took the next bet within that product line (sales managers). I pitched my executive team on restarting the payments team to start 2025 on my belief that we were leaving money on the table.
2025 to now, Finance Hub. Re-staffed payments, expanded it into Finance Hub, launched it in Canada and Australia, added the subscription layer, and nearly tripled revenue in year one. Processing volume more than doubled in the last twelve months. All while managing Sales Hub's team as well, which has also grown 3x in the same timeframe. Now I ship AI agents on both areas.
