The web is jittery because accounts get in the way. Crypto is supposed to be better, but nothing works together.Try Intersend, a marketplace for mini-apps, with a smart account for stablecoins. Auto-connect to apps, auto-convert to stablecoins, and create smartprofiles for different activities. Web app: app.intersend.ioTelegram app: t.me/intersend_botPublic: tinyurl.com/intersendapp

Users: Identified challenges from interviews with game developers, players, and studios; specifically, users struggled with managing fragmented accounts which led to confusion over game requirements and asset locations.Product: Developed a controller concept based on user feedback that streamlined account management and asset discovery; designed wireframes, defined product metrics, and established a roadmap.Organization: Implemented a continuous discovery process and worked with the development and design teams to put the new product concept into motion.

Users: Defined developer personas, user journey, and growth metrics for Pimlico’s paymaster and bundler. Interviewed developers about their goals, problems with sponsoring userops, monitoring, and handling errors. Largest insight was permissions take time. Developers spent more time managing accounts and waiting for API keys than on their core product. Providers implement 4337 in different ways, and they all have different endpoints. Devs may use the same methods, but each team is naming them differently, so call data differs from another provider with their execution method names. This makes working with account abstraction… hard.Product: To solve some of these problems, ran product discovery on trustless accounts at the app layer, by working with Karandeep Singh an independent developer. Created zerotrust accounts — a way to reuse an embedded smart contract account with a passkey as a signer. The accounts use session keys for signless userops, and Pimlico’s paymaster for gasless userops. demo and docshttps://bit.ly/zerotrustaccounts

Took personal time off and researched consumer identity online and onchain. TLDR: The web is jittery because accounts get in the way. The web is a lot of switching apps, copy/paste, and manual actions to use your own data. You can't use your profiles and apps together.SmartProfiles - abstract from individual accounts to aggregated activities (like browser profiles). Run actions concurrently with multi-account shortcuts and session keys. Bundle and save time and error.Concept videoshttps://bit.ly/smartprofileshttps://bit.ly/consumerID

https://polygon.technology

Users: Consumer product teams want users to use the Polygon network securely, smartly, and quickly. Aligned product roadmaps and supported partner releases. Products: Created Polygon wallet strategy focused on consumer identity and user experience. Prioritized mobile-first partnerships with user product teams, using account abstraction, and zero-knowledge identity. Enabled EOA, MPC, and multi-sig wallets on mobile, desktop, and web app features and social protocol partners on growth. Organization: Led product growth opportunities with web3 wallet, social, and identity teams—sponsored investments and prevented bad ones. Convinced Polygon that it was not in their interest to build consumer applications (e.g., Polygon wallet) and transitioned to an advisor on consumer and identity.

Users: Simplified POAP user journeys and improved experience for consumer collectors, web2 brands, and web3 developers.Products: Brand and website refresh, mobile and web app releases, and internal tools for content curation.Organization: Transformed into a product machine based on user feedback, product metrics, and user problems.

Users: Implemented continuous discovery focused on retention and generated insights for ConsenSys' $450M raise.Products: Managed design, analysis, rapid discovery, research, ops, and data support to product teams from 0-1 for all MetaMask monetized: On-Ramps and Swaps; MetaMask Institutional, Staking, Assets, Payments products.Organization: Transformed strategy and ops by implementing product discovery, experience teams, analytics, and reporting with 10 direct reports.

Users: Retail consumers and large traders who exchange Bitcoin for alternative payment methods. Simplified onboarding, created a VIP loyalty program with Trusted Trader scores, and drove traffic to Trusted VIP traders. Improved user retention.Products: A trading platform for cryptocurrency with 350+ payment methods available on mobile and web apps, widgets, and APIs. Developed product strategy centered on user journeys and retention, including onboarding and seller experience. Created growth metrics, a CEO dashboard, and a common operating picture.Organization: Simplified strategy, org design, and product development. Led all product efforts with a team of 150 staff. Established cross-functional groups and aligned teams with company goals. Created new processes to choose our top 15 “strategic bet” initiatives per quarter.

Users: Created personas for web3 protocol teams, investors, and financial services analysts who can’t analyze web3 data in detail.Products: Transformed existing Flipside products from an unpaid cryptocurrency rating API into a subscription-as-a-service network analytics dashboard. Created first paid product from discovery to MVP — a web app with self-serve data, animated visualizations and snapshots, and real-time alerts. Organization: Created new products focused on network activity and supply and gained new customers and revenue.

Users: Created personas for our consumers in distressed economic environments and businesses in high-risk industries, such as cannabis (bank flags) and online gambling (chargebacks), who want to participate in the crypto economy and escape local conditions. Products: Bitcoin fork protocol. UTXO model. The first DAO, with layer 2 of “masternodes,” instant send, and private send. A mobile app, web app, API, token, and protocol. Helped define MVP and roadmap. Led rebranding and delivered a new website.Organization: Led strategy, product, and business intelligence and defined brand, mission, goals, users, and problems. Created a new product development and strategic planning process. Set up a cross-functional team for growth, finance, and product. Hired and managed first product managers and designers.

Users: Created culture metrics and evaluated each department. Coached managers, mediated conflicts, and diagnosed business issues.Products: Created 2015—2016 business plans and digital roadmaps. Created new reporting/metrics; Co-CEOs shared with departments as examples.Organization: Awarded “Top 20” Performer (2014-2015); Transformed department operations.

Users: Launched a telecom consulting company and delivered secure communications to clients.Products: Created custom hardware, software, data, and logistics services worldwide.Organization: Awarded a $2M federal contract in year one.

Users: Launched Strategic Capabilities Office, created by the Deputy Secretary of Defense, and developed “technology surprise” products for wartime leaders.Product: As Head of Special Activities, led experiments using existing clandestine technology programs (hardware and software) in new ways. Organization: Led product managers, designed concepts, ran experiments, and sponsored investments.

Users: Disrupted competitors by rapidly developing advanced technology products for clandestine military activities. Founded venture arm + new product platform "Sensitive Integration Office" for $3B Joint IED Defeat Fund / Organization in the Office of the Under Secretary of Defense for Acquisition, Technology, & Logistics. Products: As Head of Sensitive Activities (SAP; STO; ACCMs) built a new product platform for real-time clandestine military activity support, rapidly developing new products in under three months, and immediately deploying products to enable operational missions. Deployed 40-50 technical program managers to sensitive mission units, compartmented program offices, and interagency partners. Assigned one lead program manager at team level, in troops, squadrons, and larger orgs, with a rotation system. Understood specific team mission objectives and enabled activities to counter improvised weapons networks and facilitators.Org: Created a governance process, pitched new concepts, and review new requirements; managed an annual product budget of $150M; grew the organization from 0 to 75 people; granted a reserve budget; received two awards. Briefed Congressional staff bi-annually.

Detailed as early advisor, helped launch new office & business intelligence services in the Office of the Deputy Chief of Naval Operations for Capabilities and Resource Integration. Office was lead for Navy inputs to Defense Department Quadrennial Defense Review (Congressionally-mandated 4-year strategic planning and resource development). Designed alternative cost-benefit concepts and evaluated value of Navy developmental weapons systems. Projected expected financial costs imposed on competitors to counter Navy capabilities, by analyzing scenarios and competitor behavior. "If we built X capability, used it Y ways, for Z spend... how would an adversary compete, what would they need to have in their inventory, and how much would it cost them to operate and maintain?"

Detailed as early advisor to startup Operations Integration Office for the Under Secretary of Defense for Intelligence. Helped Sensitive Activities Director retool governance of sensitive activity programs.

Founding member of DEEP RED office for the Director, Navy Intelligence. Forecasted technology surprise. Created product line; analyzed competitors using technology to deceive foreign observers. Published 25+ scenario studies; helped clients devise countermeasures.

Scaled startup office at Defense Intelligence Agency as Asia lead. Identified foreign military leader decision patterns, and new options for new clients. Indexed data sets; turned 2-page bios into 20-page behavior profiles; discovered vulnerabilities in competitor organization designs. Built new product lines, services, partners.

Research Assistant to Guest Scholar Joel Wit for "Going Critical: The First North Korean Nuclear Crisis" (Brookings, 2004)