After leaving Headspace, I've worked with 10+ organizations across stages and industries. With this type of strategic consulting and advising, my goals are to:- Learn about product, growth, and marketing across sectors, applying lessons from product and monetization more broadly - Impact strategic and operational activities while working directly with founders, execs, or decision makers Select examples of organizations I've consulted or advised: • Media/educational: The Juggernaut, TED Conferences• Health/wellness: ViuHealth, Breethe, batyr

In reflection: Took time to consciously synthesize best practices from what I've learned so far in product, growth, and tech at Dropbox + Headspace. Top accomplishments: Some in-depth topics I contributed to, as a Reforge OIR include• Balancing what's best for the user vs. business (& tech ethics)• The growing specialization of product management & navigating the specializations • Tech debt is not a burden, it's a strategic lever for success• Rethinking your team operating cadence• Upsides to unshipping: the art of removing features and products• Managing up: lessons from scaling teams• How to choose, test, and scale emerging acquisition channels • Monetization + Pricing Deep Dive program to drive revenue growth

In reflection: Through this role, I determined ways to build up our cohesive product culture at Headspace and motivate my teams around company direction, while working with them to set the internal roadmaps. I also took on new areas (machine learning, lifecycle marketing / CRM, reorg) and established ways to succeed in unfamiliar situations.Top accomplishments: • Proposed B2C multi-year plan (with Finance/Data) with scenarios to leadership team, which then informed our 2021 annual planning and budgeting• Deployed product team leveling and competency framework for promotions and career growth, in partnership with HR • Surpassed 2020 and Q1 2021 financial expectations as a result of teams’ experiment wins, seasonal campaigns, and complete iOS/Android app redesign

In reflection: As a result of internal strategy change and peer departures, I temporarily stepped in to lead the Core Product team. This experience taught me how to set direction and instill confidence in times of extreme uncertainty (with COVID), make sense of multiple vocal perspectives, and ask the right questions.Top accomplishments: • Clarified Q3/Q4 2020 direction for core product (~40 Headspacers) by running a collaborative design sprint. We moved from an ambiguous problem space of daily stress and anxiety to 3 testable prototypes. • Navigated and oversaw the company's B2C COVID-19 product response under tight deadlines, resulting in []% increase in downloads, sign ups, and usage of the app

In reflection: Things felt wild - in a challenging, rewarding, and motivating way. It was my greatest period of professional growth to date. In retrospect, I discovered how and when to properly vouch for my growing team, partake in giving hard feedback, reframe roadblocks as learning opportunities, be resilient, and recognize the important difference between being a leader vs. a manager. This was also when my team had several spectacular wins, laddering into massive uplifts in growth and directly working with Finance to adjust forecasts.Top accomplishments: • Established monetization product team by introducing conversion, retention, and churn sub-teams; this included defining metrics (conversion rate, engagement rate, LTV / ARPU, CAC, annual/monthly retention goals, etc), scope, and highest impact optimizations/features to execute upon • Strategized free user versus paid user journey, ultimately relaunching the paid subscription and gaining significant product marketing and product strategy insights • Mentored team members (~20 direct or dotted line reports) through urgent reprioritization exercises, deployment freezes, and onboarding to complex situations • Conceptualized experimentation framework for testing free trials to lower the barrier to trying Headspace, increasing conversion rate by []% year over year• Presented key business metrics, experiments, and feature rollouts at company wide all-hands, executive business reviews, to the board, and to key partners (ex: Google Subscription Conference)• Collaborated with the management team on 2019 company-level annual planning and forecasting of revenue and subscriber growth• Led organization's 11 end of year initiatives (across Growth, PR, Partnerships, Creative, Finance) to reach end of year goals

In reflection: I joined Headspace because of their lofty social impact vision I immediately connected with, due to my background in nonprofit work with Sa'Nima' and BLUElab in undergrad. I was the only PM focused on subscriber growth and quickly gained responsibility and visibility from the revenue impact work my team did on a daily basis. This is where I began to understand just how important it was to focus my attention and ruthlessly prioritize, in a constantly shifting product environment.Top accomplishments:• Owned monetization strategy and roadmap (in app, web) to implement a Student plan, Family plan, pricing related testing and marketing campaigns, transitioning all subscription flows to be mobile first, and localizing pricing for international markets -- becoming first mindfulness/health app with over 1M paid subscribers • Empowered a 15-member cross functional team to execute on the growth roadmap, resulting in year over year subscriber growth of []%

In reflection: After moving to Dropbox’s headquarters in SF, I operated as a PM shaping our Growth roadmap with a team of engineers and designers. This is when I noticed how much I value tying my work to direct impact (revenue, metrics) in addition to working across blurred lines with marketing, design, engineering, and data. Top accomplishments:• Guided weekly launch of ~2 new features or optimizations, accounting for $[]M in Annual Recurring Revenue and consistent quarter over quarter growth of []%+ • Organized sprint planning with Engineering, Design, Growth, and Analytics teams to facilitate timeliness of building and shipping experiments • Scoped out new surfaces and segments for user conversion through quantitative and qualitative research (database querying, market research, user interviews) • Reported on monthly business review metrics, preparing summaries for cross-functional business reviews to inform leadership on state of business • Interviewed and facilitated debriefs for 2 to 5 candidates applying to Dropbox each week

In reflection: This is truly when I started acting as a growth practitioner and product manager, even though I did not realize it. In non-traditional ways, I taught myself the basics of experimentation, statistics, modeling, and even pitched and implemented a successful pilot program.Top accomplishments:• Led creation of the internal team’s formal experimentation practices (A/B and multivariate testing) to evaluate contributions of incremental paid subscribers and Annual Recurring Revenue• Managed a team of 9 global sales reps by training, establishing quotas and quality to exceed expected ROIs, and developing all dashboards and operational tools • Modeled financial growth and owned the SMB Retention roadmap, attaining quarter of quarter growth of []%+ by exploring 3 new customer retention revenue opportunities • Implemented Volunteer Time Off best practices and office-wide volunteer days to encourage 50%+ of Dropbox Austin to give back to local organizations and the community (Dropbox for Good employee resource group)

In reflection: Being on the Dropbox Austin sales team taught me how to advocate for end-users, identity pain points and surface them to product/marketing, charge towards goals (quotas), hold my ground during tough conversations, and have fun along the way. I point to this experience when people ask how I’ve built up communication skills and confidence.Top accomplishments:• Introduced sales touch at key parts of the self-serve sales process through 6 A/B tests which reduced customer friction, contributing annualized impact of $[]M • Conducted 60+ user interviews to understand key events where users upsell and implemented 4 ideas in product, resulting in annualized impact of $[]M• Coordinated efforts across Marketing and Product teams for alpha testing new product features with 30 SMB customers • Established relationships and programming between Dropbox & 3 community organizations (Dropbox for Good employee resource group)

In reflection: In my final year of undergrad, I was nominated to lead the largest (500+ student) University of Michigan engineering club - and I wasn’t even an engineer! In hindsight, BLUElab opened my eyes to working with people from technical backgrounds, which was refreshing and different from what I chose to study.Top learnings:• Juggling 10 engineering project teams, with multiple problem areas and stakeholders (advisors, project leaders, engineers, NGO partners, end-users) while adequately prioritizing my time • Managing and being accountable for a $[]M+ budget, which felt like a lot of responsibility at the time

In reflection: This was when I started to learn about the importance of listening and co-creating with others, in a nonprofit setting. Looking back, I see I was applying design research and ethnographic tools to a product development process, which may have been a early sign of my interest in Product Management.Top learnings:• Partnering responsibly with community members, NGOs, and local shops, instead of blindly implementing technology and ideas (via a solar lantern project)• Conducting ethnographic research and needs assessments based on cultural and historical nuances