Leap is a partnership between Madrona Venture Labs and Madrona Venture Group to build a community of high-potential entrepreneurs, introduce them to the growing and vibrant local startup ecosystem, and help them build relationships with fellow innovators, experienced builders, industry experts, and top VCs.

– Took a career break to focus on personal growth and endurance sports, specifically training with a coach and racing in Ironman and USA Triathlon (USAT) certified triathlons– Competed in a full Ironman and three Ironman 70.3 triathlons, qualifying for both the Ironman World Championship in France and the Ironman 70.3 World Championship in New Zealand– Competed in three USAT certified Olympic distance triathlons, achieving a 1st place in Age Group finish and qualifying for the USAT National Championship in Atlantic City– Achieved Ironman All World Athlete (AWA) Gold Status, the highest tier of recognition, by ranking in the top 2% of my age group worldwide based on race performance points.– Served on the Board of Directors for the Seattle Triathlon Group, which is a non-profit that creates a fitness-focused community and provides triathlon training and education through coaching, group workouts, and skill-based courses- Joined (by invitation) the BlueSeventy Competitive Racing Team consisting of elite endurance athletes

Zwift is on a mission to make more people, more active, more often. My tenure at Zwift was shortened due to mass layoff that impacted the entire C-Suite and 45% of the company, but while in my role, I:– Created the vision and strategy at Zwift, a virtual business to consumer (B2C) cycling platform, to launch a professional racing product with the goal of establishing physical eSports in the 2028 Olympic Games – Coordinated with engineering and data science teams to develop required functionality for the Olympic Games, including rider performance verification tools with anomaly detection and automated sanctioning

Karat aims to unlock opportunity for both hiring companies and candidates by making interviews fair, predictive, and enjoyable. My tenure at Karat was shortened due to mass layoff that impacted 33% of the company, but while in my role, I: – Developed the product strategy and engineering roadmap for a new offering enabling clients to improve recruiter efficiency and reduce hiring bias by identifying qualified applicants who have been overlooked or rejected– Managed client pilots with the new product offering to generate user insights, improve the offering, and validate value propositions– Partnered with Sales and Customer Success to implement a Go-to-Market strategy for a beta product offering, enabling clients to leverage a candidate’s prior interview results to hire faster

– Led a team of three to drive the product vision and delivery of two B2B services, FBA Donations and Liquidations, enabling global sellers options to generate revenue on overstock and returned inventory while eliminating product waste, resulting in 50M+ units donated and $3.5B liquidated annually, generating $500M+ and $200M+ for sellers and Amazon– Developed and implemented the product roadmap and business requirements for 15 software engineers and 20+ dependent teams to scale FBA Liquidations from 1 to 1M+ sellers in the US and EU5, completing three C-Team goals– Managed the $400M ARR P&L for FBA Liquidations and launched a Voice of Customer program, including interviews and Net Promoter Score surveys, to increase awareness and retention rate both from zero to 85% and 80%– Implemented a Go-to-Market strategy for FBA Liquidations, including a seller onboarding scheme, service fee policy, and marketing outreach, enabling the streamlined expansion to three additional marketplaces– Led Product Operations, including a 3 Year Planning Offsite for 20+ product managers and 70+ software engineers– Certified as Amazon "Bar Raiser," serving as subject matter expert to manage interview processes and lead candidate debriefs

– Launched customer returns processing capability in seven Amazon sortation centers (vs. dedicated customer return fulfillment centers) as an innovative approach to increase annualized processing capacity by 17.3M units and generate transportation and labor savings of $3.4M and $1.6M – Served as a Product Manager, coordinating directly with four SDEs from requirements development to launch, to develop a self-service tool for altering fulfillment center configurations, yielding annualized savings of 50 SDE weeks

Our mission is to safely bring people together at any time or place. Social Fabric Life provides a reusable neck gaiter, with a slot for a replaceable PM2.5 filter for additional protection, that you can wear in various styles and pull over your face when needed.

– Managed SAP Enterprise Resource Planning (ERP) software for the NAVSEA Engineering Directorate CFO and developed report tools for the execution of ~$700M across 60+ programs– Updated NAVSEA 05 ERP Policy, accounting for transition from implementation to sustainment and directing operational procedures and role responsibilities– Facilitated the development of a training audit report and coordinated with SEA05 end users to eliminate the deficiency of 50+ outstanding training requirements– Managed ERP user accounts, role mapping, and training assignments for 600+ end users – Coordinated with Navy ERP Business Office to perform root cause analyses of end user HEAT tickets to improve the efficiency and effectiveness of ERP – Presented communication briefings of ERP Sustainment Strategy to SEA05 Program Managers and Project Leaders, executive leadership, and customers

– Provided financial and program execution support for over $20M of annual Operation and Maintenance (O&M,N) and Research, Development, Test, and Evaluation (RDT&E,N) funding – Implemented 3 new start tasks for a combined program growth of $7.2M by developing annual Program Objective Memorandums to the Chief of Naval Operations (CNO) resource sponsor – Aligned Congressional funding profiles with end products by formulating budgets for annual Department of the Navy, Office of the Secretary of Defense, and President Budget submissions– Developed impact statements in response to Congressional inquiries, repealing 50% of FY15 RDT&E,N funding reduction marks and saving $762K over the Future Years Defense Program – Briefed the CNO resource sponsor and stakeholders on financial execution status as well as technical accomplishments and risks for Hazardous Material Minimization Center Installations – Increased program transparency and auditability by creating a database to track budget controls, cash allocations, commitments, obligations, and expenditures for 245 projects in FY15 – Developed issue papers for unfunded requirements and successfully executed $2M of approved FY14 O&M,N funds to accelerate the delivery of environmental products– Analyzed program execution by conducting gap analysis, forming mitigation strategies, and reprogramming funding to account for deviation from baseline plans– Operated in cross-functional teams, including technical, legal, and contracting departments, to resolve supply chain issues with vendors and procurement

– Conducted RDT&E as Project Lead for the Hazardous Material Substitution Minimization Team to identify and reduce the use of targeted products that pose ESOH risks to U.S. Navy operations– Minimized hexavalent chromium, a known human carcinogen, in ship systems through coordination with commercial vendors and system owners to identify suitable alternatives, verify product compatibility, and conduct logistical alterations in the supply chain system– Developed and published the NAVSEA List of Targeted Chemicals (N-LTC) and Hazardous Material Avoidance Engineering Technical Authority Procedure to reduce hazardous materials in new ship and weapon acquisition programs, modernization programs, and the PMS– Represented the DoD in a working group with the Aerospace Industry Association to develop a Hazardous Material Target List, which was published as a new Aerospace Standard, NAS 411-1, allowing DoD Acquisition Programs to better achieve hazardous material management– Coordinated with commercial vendors to qualify “green” products to military specifications– Published a series of position papers on top priority chemicals for the Technical Warrant Holder (TWH) of Environmental Systems and Materials Engineering (ESME) to educate policy makers, acquisition officials, and design engineers on the importance of hazardous material minimization in reducing total ownership costs

– Coordinated and managed the Duke University 25th year reunion event for over 500 alumni– Prepared the 25th year reunion by creating informational portfolios and conducting cold calls to class representatives, ensuring the coordination and success of the reunion

– Determined total mercury levels by means of Atomic Analysis in the tissue and stomach contents of blue marlin fish– Modeled the bioaccumulation of mercury in North Carolina’s oceanic trophic levels– Performed mercury assessment of pinfish to assist the research of a post-doctoral candidate