I am a hands-on executive, while also acting as a consultant for clients who need a true business partner on the front lines. We aim to keep your overall costs low and value delivery high.

Provided direction and strategic planning for building the Player Experience Team from scratch (PS, NOC, T&S, Product Management) and providing internal consulting services for development and vendor management.

I was an executive leader and advisor to the business strategy group and company leadership on how Telus International might expand their business in the Games industry vertical. This includes marketing, sales, and M&A activity. Additionally, I was working across all company operations functions to help teams better meet the needs of the Games industry, mainly focused on operations and relationship management.The most important lessons learned: 1. How to manage through rapid M&A2. The limits of the benefits to centralization, especially for large global businesses 3. How to retain the value of local decision making and autonomy while sharing a grand narrative 4. How to leverage new capabilities and share old ones

I had the privilege of serving the Player Support organization across all of Epic's consumer products. My responsibilities were to build and organize a global team, while blitzscaling, fire fighting, and navigating a constant barrage of new challenges, new products, and a pandemic. Over the course of three years I led the team through two unprecedented periods of explosive growth, completing several restructures while building scalable and sustainable operating models, processes, and tools. It was a joy to set this team up for success and win some major battles together - improving Epic's relationship and communication with its customers, protecting revenue, saving the company many years of painful development and tens of millions of dollars in operational efficiency.A few things I learned: 1. How to blitzscale in the most extreme of environments2. How to help teams continually innovate3. How to work through rapid cultural changes in a company 4. How to protect a company from losing itself in success 5. The power of focusing on fundamentals

At Riot, I wanted to see if the crazy ideas I implemented at my startups would work at massive scale. I was also intensely interested in the strong cultural aspirations. My role was to lead an already solid team responsible for one of the company's largest regions (EU) and see if I couldn't help them soar to new heights. I was able to lead the team through an important time of transition and while we ultimately had a reduction in workforce of more than 50%, they powered through and continued to deliver for the players. We created new ways of working together, deeper accountability for delivering results, and strong relationships - all of which improved KPI delivery and new team capabilities. I met so many great people here and became friends with many of them. It was a fantastic place to work and I trust they will always push forward hoping for better. - Led a large, complex, diverse Team of over 300, supporting 11 languages that served all of our awesome players in the European Union and beyond.- Shaped a high performing and lean internal Team while preserving culture and trust during an important phase of Riot's growth. (Workforce reduction of ⅔ with higher quality output at more than double previous productivity and efficiency KPIs enabled by an agile mindset team transformation and restructure.)- My Team raised CSAT to historic highs and drove down wait times by almost 50% with less resources, while launching new channels.- Assisted other regional Teams, including those outside of the Support discipline and Central HQ.- Drafted a new global operational model (Super Regions, consolidation of PS teams)

- Built the customer service department from scratch. Recruited, trained, and managed a remote global operational team with satisfaction levels of over 90% on a very limited budget for 22 million players.- Supported the development and launch of several titles, including Heroes and Titans, featured on iTunes and Google Play Store. Out-performed a superior title from the same studio in all areas with 10x daily revenue, which was completely repurchased by the developers for over $3mn.- Helped define and monitor KPIs in order to contribute to new features, improve gameplay, understand player behavior, engage the community, and raise customer satisfaction.- Created tiered support directly correlated to in-game monetization systems, including white glove and sales.

- Led the development of two iOS game apps from concept to ship in 14 months by performing the roles of Product Owner, Scrum Master, and buyer-of-lunches-and-snacks.- Our first title generated enough revenue to sustain the development team with zero marketing budget.- Managed all the business operations, such as taxes, investments, legal and compliance issues, HR, payroll, benefits, CS, including obtaining all required business licenses to operate in Vietnam and Hong Kong.- Game, feature, UI/UX, and sound design, including music composition, contributing to the development speed of one polished casual mobile game every 6-7 months.

***Sister studio to Super Duper Labs, please see description there for details.

- Launched “Brothers in Arms 2: Global Front” to instant profitability in 4 months, which prompted a visit from the CEO, the expansion of types of work available in Vietnam, and the opening of a new studio.- Produced early agile/Scrum project management documentation for company reference and heuristics for different Free-to-Play business models and their execution.- Designed key monetization features to maximize profitability, choosing to focus monetization on the PVP mode and consumables instead of single player campaign pay gates and multiplayer map access. This was key to the instant profitability within the first month of launch.- Successful stakeholder management and coordination from the top iOS executive at HQ, all the way through to the local production team across multiple countries.

- Invited to the White House to speak with senior administration.- Political lobbying with Silicon Valley CEOs and other executives on public policy issues such as cyber-security, healthcare, energy, environment, transportation, housing, education and taxes.- Managed and coached CEOs and other executives for lobbying in Washington D.C. and Sacramento, California. Issue briefs, detailed bios and meeting schedules included in material.- Logistical and organizational expertise, including scheduling, meeting preparation, presentations, official correspondence, travel arrangements, research, event planning, and resource management.- Created data system to optimize matches between companies and politicians.- Consultant on financial services issues for official company stance of new legislation (SB1146)