Jan 2021 – Nov 2024 · 3 yrs 10 mos

• My operating roles included Head of Core Product, Head of Growth Product, and M&A Lead - I reported to the CPO and built teams that built products for product building teams
• 2021: solidify the core
• ran flagship product line (Analytics)
• crossed $100M revenue milestone
• steered product readiness for IPO
• set up PM management structure
• shaped PLG motion / Growth pillar
• scaled Research, Analyst Relations
• 2022-2023: expand the flywheel
• owned company’s north star metric
• led UX redesign for core product
• tackled adjacent persona (marketing)
• drove category convergence (session replay)
• revamped pricing / packaging / positioning
• 2024: guide the platform
• scaled new products (Experiment, Audiences)
• in charge of internal 0->1 incubation / R&D
• on point for third-party product partnerships
• orchestrated M&A exploration and diligence
• shifted primary GTM motion to bundled suite
• As part of my transition, I hired and elevated multiple folks as my successors on the product leadership team.

Feb 2018 – Jan 2021 · 2 yrs 11 mos

• I served on the product leadership team (reporting to the CPO) in 3 capacities: Head of Product, General Manager, & Platform Lead.
• I led key pillars of the portfolio (developer platform, workflow products, admin experience, and core content). I was also the GM accountable for multiple revenue-generating product lines (Box Platform and Box Relay). Lastly, I was responsible for our developer ecosystem (leveraged by customers and partners).
• As an exec, I coached a group of leaders who respectively ran the crown jewels (file/folder system, permissions/collaboration scheme, users/groups model, metadata/search capabilities), the toolchain to oversee deployments (consoles for user/content management, dashboards for reports/insights), and our automation/integration services (from APIs/SDKs to no-code GUIs). My purview combined management of several functions, encompassing product management, tech architecture, business analytics, and developer relations.
• As a GM, I headed business units accountable for all KPIs (demand gen, sales revenue, attach rate, product adoption, customer retention, account churn, and service health). I was also on point for refining the product strategy (market, personas, metrics) and scaling the GTM motion (messaging, pricing, packaging) as product lines grew. The former required engaging with every feature team at Box to think through the extensibility story, and the latter involved working with a solution overlay team to create a repeatable playbook.
• As the shepherd of Box's ecosystem, I connected the dots between external developer products, internal content capabilities, and partner integration frameworks. I also partnered cross-functionally with marketing, sales, business development, customer success, and consulting. On this front, my team accelerated the development lifecycle for anyone (administrator, developer, integrator) looking to extend Box's content platform.
• And the amazing team I guided continues on this journey today.

Apr 2015 – Present · 10 yrs 11 mos

• scaling companies by elevating product builders, focused on B2B SaaS and transition to multi-product
• Chief Creative Officer @ Run the Business [Apr 2020 - Present]
• writing / speaking / teaching about building teams, shipping products, and repeating outcomes
• read my newsletter @ https://runthebusiness.substack.com/ and chat with my clone @ https://lemonaid.app/
• Product Lead @ Applied Intuition [Apr 2025 - Aug 2025]
• incubated AI products
• Executive Coach @ Haus [Jan 2025 - Present]
• supporting Head of Product
• Advisor @ Instabug [Jan 2025 - Mar 2025]
• supported co-founder and CPO
• Career Break [Nov 2024 - Apr 2025]
• sabbatical to figure out the next phase of my career in an intentional way
• Burnout Recovery | Family Time | Solopreneur Business | Productivity Hacking | Fitness Journey | Political Campaign | Product Tinkering | Writing Practice | Values Clarification | Career Exploration
• you can read my personal reflections from this learning expedition @ <​link coming soon>
• Instructor @ Maven (Scaling B2B SaaS) [Mar 2023 - Present]
• I teach a cohort-based course for PM and GTM leaders who want to scale their B2B products. The class consists of live sessions plus office hours and guest speakers. Learn more @ https://maven.com/ibscribe/scaling-b2b-saas
• Advisor @ First Round Capital [Dec 2016 - Nov 2021]
• I was part of the Expert Network (a carefully curated group of domain leaders) and the Fast Track program (a 90-day personalized 1:1 series), both of which served to mentor First Round's community of entrepreneurs. My involvement came via short-term advisory relationships and engagements focused on helping companies solve their biggest problems.
• Advisor @ Skry (previously Coinalytics) [Apr 2015 - Feb 2017]
• My role was to serve as a sounding board for the Founder / CEO, which I did through the acquisition of the company by Bloq.

Jun 2012 – Feb 2018 · 5 yrs 8 mos

• Founding member of the technical PM function
• My org drove end-to-end, customer-focused delivery for product's highest priority bets and engineering's most systemic problems. We also shipped new features and capabilities, improved reliability and efficiency, and enabled growth and flexibility. And we hired an amazing team, growing our talent pool 10x during my tenure.
• Over the course of 5+ years, the group led a host of critical cross-functional efforts for the company; our track record included shepherding CxO-level initiatives and strategic bets, scaling engineering operations and business processes pre- / post- IPO, curating product strategy for core platforms and infrastructure, resolving systemic architecture issues across the technology stack, and managing M&A / 3rd-party integrations for product verticals and business units.
• We solved problems for the users of our products and technology, whether they were internal departments (engineering, finance, support), external partners (publishers, developers, advertisers), or mainstream consumers (every person on the planet). And the crew we built from scratch continues with this charter today.

Mar 2010 – Jun 2012 · 2 yrs 3 mos

• In Kindle, lifelong passions as a bibliophile / technologist came together in products spanning hardware, software, services, and content. I also spent a lot of time hiring and mentoring PMs. And Beta testing products.
• My first months were focused on the Kindle Keyboard, which gave me a chance to learn the ropes (software, store, accessories, demand, logistics, sales, support, finance, marketing, merchandising, legal, and PR). We shipped to 150+ countries and my team went on to lead EU in-market expansion (UK/DE/FR/IT/ES) and create localized user experiences (on- and off- device). We wrote the book on launch management, transitioning it from a stressful episode to a routine event.
• Learning by shipping enabled me to run a variety of teams – highlights were updating the fulfillment pipeline (over the holidays), arranging promotional giveaways (for Oprah), and building a new product line (Kindle with Special Offers).
• The culmination came in being asked to steer a new business launch (Kindle Fire). I served as the overall lead, executive liaison, and technical owner for 50+ teams. My group shepherded an architectural revamp of the device framework / platform services (out-of-the-box setup, single sign-on, account management, content sync, benefit entitlement, over-the-air updates). We wove together digital offerings (Kindle, MP3, Instant Video, Appstore, Silk, Prime) into a cohesive service and drove v1 / v2 software, internal / external Beta, and product announce / ship.
• After a series of successful releases, I conceived a new cross-functional org to drive the tablet roadmap. Our charter was to tackle unowned problems (performance, metrics, dogfood), improve the software platform (sharing, accessibility, i18n/l10n, search), expand the app ecosystem (Shop, Audiobooks, Games, Photos), enable new integration (Local, Cloud Drive, Enterprise, Education), and unlock wow features (X-Ray, Whispersync, FreeTime), which the group continues to do for the Kindle Fire line.

Feb 2005 – Mar 2010 · 5 yrs 1 mo

• I managed engagements for the consulting arm of the Deloitte global firms, with an emphasis on systems integration and custom development. I also spent a lot of time building and tuning teams. And living out of a suitcase.
• Coaching cross-functional teams through all phases of the software lifecycle was my primary role. That specialization, coupled with over-arching contributions to business development, technical pre-sales, and integrated market offerings, allowed me to learn the in's and out's of a professional services org (proposals, presentations, contracts, deliverables).
• Over time, partly by design and partly out of necessity, my scope grew from leading teams to leading engagements and my focus transitioned from well-defined deliverables to delivering the undefined – achievements included building a public health monitoring system used by the CDC and agencies in 30 states, implementing a web operations center for telecom online sales channels, and earning platinum status at every major hotel chain.

Jan 2003 – Feb 2005 · 2 yrs 1 mo

• I worked across the web stack to strengthen and expand the online sales presence, overseeing a 50% growth in daily orders over the course of 2 years via a series of architectural enhancements and feature launches. I also spent a lot of time increasing developer productivity through tools and standards. And coordinating new hire orientation.
• My first team was tasked with improving the checkout pipeline, focusing on everything from cart to confirmation. I served as the technical lead (responsible for both design and code) as we rearchitected and refactored to deliver a slew of new features (order history, estimated tax, product bookmarks, email confirmation, shipping options, address book, payment methods). Piece by piece, we tackled every recurring theme in customer feedback.
• My next mandate was to simplify and automate the rollout of web features – my team drilled into everything from the code repository to the build process to the staging environment to the server deployment. We ultimately reduced the average migration time from one night to one hour and reduced the operational support burden by 75%.

May 2002 – Dec 2002 · 7 mos

• I was hired by the Nuclear Medicine division of the Radiology department as the first engineer to work on porting a legacy cardiology imaging application (4D-MSPECT) from Unix to Windows. After completing an initial refactoring and migration phase, I moved beyond functional parity and focused on improving product usability and increasing user efficiency. I added several new features as part of the relaunch of the product, including archival/retrieval, format conversion, database connectivity, and a schema/browser for patient study files. These efforts eventually spun out of the university / hospital into the medical software company INVIA Solutions.

Sep 2001 – May 2002 · 8 mos

• I worked for Professor Igor Markov as a Graduate Student Instructor (GSI) for Introduction to Algorithms (EECS 477). My focus was leading weekly discussion sections and holding productive office hours – the core concepts we covered were algorithm proofs, design, and complexity. I designed and graded homework, projects, and exams. I also worked on class presentations / materials and periodically covered lectures for the professor.