Every individual possesses a unique set of 4 Core Values from nearly 38 million possible combinations. These values shape our identity and influence our daily choices, yet many people are unaware of what their Core Values are. When joining Seity, I discovered mine are:StrategyGrowthCuriosityResourcefulAs a fractional CPO, I am helping to bring Seity's tools to more people so that they can activate their Core Values in all aspects of their lives.

Work with me to create a proactive EdTech integration strategy, reduce your EdTech learning curve, accelerate your technology launches, and grow adoptions. I advise EdTech companies and educational organizations, craft strategy to achieve your objectives, and define plans to help your team succeed across the full educational technology ecosystem. 🗓 Use the link above to schedule time to talk about your needs.

Spearheaded the creation and approval of the Personalized Learning Cloud partnership program to convert 300 Schoology app integrators to official PowerSchool partners.- Led market discovery to create the vision and strategy, and pitch the approved $11M business case to introduce new product offerings (new SKUs) for partner customers while also increasing the win rate for new products and retaining existing customers. - Built and managed 3 teams to lead product integration improvements and create an incredible end-to-end partner journey from acquisition through onboarding, implementation launch, and ongoing engagement. - Managed the content strategy to ensure a diverse array of quality content resources best suited for each application: Learning Management System (LMS), Assessment, or Learning Object Repository (LOR).- Overhauled partner integration messaging and positioning for internal, district customer, and partner-facing audiences. Guided 4 partners to develop joint GTM launch plans. Presented at conferences on complex educational technology topics using visuals and relatable stories to simplify the complexity and address customer problems with PowerSchool’s product solutions and integrated partnerships.- Saved over 10 accounts that started as detractors looking to cancel. - Increased district customer CSAT by 10% related to integration capabilities and developed deep customer relationships at the local, regional, and state levels to fully capture our target market's various data, workflow, and other day-to-day needs.June 2023: Learning Platforms, Apps & Tools Individual Leadership Award from 1EdTech

(Promoted 3 times over this period due to strong performance and organizational impact.)- Hired and coached a team of 6 product managers leading teams to develop shared services for PowerSchool’s product portfolio. - Led the development and executive team approval of a multi-year strategy for interoperability standards adoption, resulting in a 10% increase in sale opportunities.- Elected to the 1EdTech Board of Directors to represent PowerSchool in January 2022.- Championed adoption of the RAPID® framework across PowerSchool, resulting in 20% greater alignment on shared services development projects, as evidenced by a reduction in time from approval to project start. Directed business justification, product discovery, development, and go-to-market activities for common services to maximize efficiency and improve user experiences across 10+ product lines including: - Single sign-on & app switching capabilities - District account management - Common academic standards bank - Data export standards through EdFi - Design system unificationSpearheaded product discovery to define the vision, strategy, and business cases for innovative and very early concepts including - $25M business case for improved user management and security - $30M business case for parent & student engagement portal - 3 AI/ML early product discovery projects, resulting in 2 eventual launches- Championed change management across 10 major product lines to operationalize the use of interoperability standards and reduce the average integration cycle time by 3 months.- Drove improvements to the SDLC and product road-mapping processes used across the entire organization.- Grew thought leadership in partnership with K12 state and local education agencies, resulting in a positive branding attribute for interoperability support at PowerSchool and turning around the perception that PowerSchool is not friendly for integrations.

NEW PRODUCTSChanged the mandate from “build a LOR” to “build a curriculum management tool” with a $5M approved business case. PowerSchool acquired Schoology while I was staffing the team and the product was shelved until the $13.5M acquisition of Chalk in 2022.- Conducted an average of 8 moderated in-person or virtual research sessions with customers per quarter. - Researched and analyzed K-12 market needs to get business case approval on a new product offering to advance company objectives. - Built a roadmap using Aha! to deliver incremental product value and staff a team for development. - Collaborated with sales and marketing on product launches and product positioning. - Presented at conferences. Lead industry standards work group through 1EdTech (formerly IMS Global) on behalf of Schoology. - Collaborated with design and engineering to execute the product plan.PLATFORMLed 4 agile teams covering platform and mobile app development and product operations. - Established platform roadmap themes and prioritized stories to reduce operational costs, saving enough annually to pay for the team, and maintain availability, security, and privacy standards expected by our customers. - Tracked metrics on launches and proactively requested customer feedback.

Provided a comprehensive view of the product experience, from initial marketing outreach and sales closure through to managing the ongoing client relationship. The scope of my responsibilities spanned oversight of customer relationship management software, email and web marketing programs, sales process improvements, automation software development, client relationship management program development, and direct client-facing project management for key accounts.

Transformed Viddler from a basic online video platform (OVP) to a sales coaching and employee engagement product and company. At Viddler, I focused on re-organizing the teams for user-centered agile delivery, simplifying the product for a 20% reduction in COGS, and bringing data-driven analysis into the product development process.- Led hosting and operations team. Successful projects included a full data center migration with a mixed hosting model of on-prem and cloud (AWS) infrastructure.- Transitioned technical teams to agile, conducting user research, creating user stories, developing in two-week sprints, and focusing on solving customer problems.- Upgraded systems infrastructure and software for customer-requested IT compliance and risk management for their HIPPA, privacy, and security requirements.- Managed all internal resources. Directly managed software developers, systems engineers, DBA, UX, and QA. Coordinate resources with customer support, sales, and marketing.- Led customer-facing discussions & speaking engagements to represent Viddler with senior personnel regarding technical trade-offs, best practices, and risk mitigation for their training programs. Speak at conferences regarding the use of video for learning, how online video works, and methods to make video interactive.- Introduced tools and data-driven quality improvements and performance testing practices.

Provided strategic advice and developed digital transformation roadmaps to publishers and software development organizations with content rich applications and tools.

Transitioning from project management to product management involved changing not only my role, but also educational divisions. I went from Higher Ed to the School divisions. The sales model was different. The people were different. The culture was different. Even the tools they used were different. I was offered the position because Pearson wanted to replicate some of the success with technology in Higher Education within the School division and I was successful. We took a 7 year product development cycle in School and compressed it into 18 months while I was also managing the shared services media platform that served the Higher Ed, School and International education divisions.- Established media product strategy and led a team of 3-7 product managers, across 5 agile development teams that created core eLearning products and content/asset management delivery services.- Introduced IMS Learning Tool Interoperability (LTI) technology to address K-12 content integration needs. Met with school districts and sales to understand requirements between their LMS providers and our content to articulate their needs to executive leadership and roll out technology solutions to solve their problems.- Led a team to evaluate vendors for multi-device video creation and delivery. Convinced executives to select a different vendor than they chose for the pilot.- Added content management to enrich a self service file system used by editorial producers across Higher Ed, K-12, and International education divisions to host approximately 20M digital assets. Roll out included migration of existing assets into the new content management solution.

When the Director of Project Management left Pearson, I was made acting manager of the team. We were in the middle of the biggest release of our department’s history which involved 4 product development teams. I was project managing 1 of the 4 and suddenly, I was no longer a peer. I was the manager and no one knew if it would be permanent or temporary including me. After delivering the project, the promotion became official. Reporting to the CTO, I grew the team to 10 project management professionals that delivered an annual $32M portfolio of educational software development projects covering user management, content management and integration, course creation, and LMS capabilities for the Higher Ed businesses. - Managed the integration of two engineering organizations- Recruited and built a team of 10 technical project managers and 3 portfolio managers- Established full project management career path, professional development opportunities and training, tools implementation, project templates, and standard processes- Created project classification and selection practices to align projects to strategic initiatives- Efficiently managed a $1.6M department budget

- Managed a $1.4 M program of projects to support a new portal product and an asynchronous, reliable messaging solution for course creations and student enrollments- Established practices to manage the RFP process and SOW acceptance criteria

- Managed software development activities for a content management system, an LMS customized for Pearson, a subscription management system, a gradebook service, and a portal at different times. Teams were not co-located.- Managed hardware and systems activities and projects.

Managed creative production from six departments. Established and managed ad campaigns using Engage Ad Bureau software.