Jan 2024 – Present · 2 yrs 2 mos · San Francisco Bay Area

Jul 2023 – Jan 2025 · 1 yr 6 mos · Newport Beach, California, United States · Remote

• TBD was the business unit of Block (formerly known as Square) committed to building a global, open-source developer platform. tbDEX, our first protocol, was effectively an open-source, decentralized version of SWIFT. Our team was considerably ahead of the curve in the use of stablecoins as a settlement mechanism to move funds globally, and you can now see many approaches that "rhyme" with our initial vision, including the Circle Payment Network and Stripe's Tempo L1 blockchain.
• My team at TBD was focused on catalyzing an ecosystem of identity, fintech and banking partnerships for tbDEX, unlocking payments and liquidity in the US and the Global South.

Jan 2023 – Apr 2023 · 3 mos · Irvine, California, United States

Nov 2022 – Jan 2023 · 2 mos · Irvine, California, United States

Jan 2023 – Present · 3 yrs 2 mos · San Francisco Bay Area

May 2022 – Nov 2022 · 6 mos

Jan 2020 – May 2022 · 2 yrs 4 mos

May 2018 – Jan 2020 · 1 yr 8 mos

• My team was responsible for the Prospecting suite of solutions at Experian, where we grew a nine-figure business 25% over a two-year period. These credit marketing products helped lenders find the "right" consumers for their credit products, including our "soft pull" offerings such as prequalification and prescreen. I focused our team's efforts in two areas: 1) building out our digital strategy, which includes the delivery of firm offers of credit via email and digital display ads on social networks to replace or complement traditional direct mail offers and 2) evolving Experian's innovative suite of Mobile Credit solutions, including Text-for-Credit.

May 2015 – May 2018 · 3 yrs

• In this role, I led strategy, go-to-market and partnerships with online lenders and other innovative players in the rapidly-growing Fintech ecosystem. Experian's business in this space grew nearly 300% during this timeframe. Key projects included leading our Fintech Advisory Board, formalizing and maintaining our policies related to inquiry display levels (e.g. defining the situations in which credit inquiries post "soft" or "hard" to a consumer's credit profile report) and starting our Early Access Program for startups, which enabled Experian to provide white-glove treatment to the portfolio companies of leading Fintech venture capitalists. Another highlight was representing Experian as the first national credit bureau to join the Marketplace Lending Association (link below).

Mar 2013 – May 2015 · 2 yrs 2 mos

• As a Strategy Director, I helped drive the Consumer Information Services annual strategic planning process, worked closely with our Product, Finance, and Sales teams to define key initiatives which required internal funding, and was the subject matter expert for Competitive Intelligence. Key projects included launching the first CIS Win-Loss program (win-loss is a key tenet of the Pragmatic Marketing framework), and identifying underlying trends like the growth of the online lending space (called "peer-to-peer lending" by the industry at the time) which led to my next role at Experian.

Jan 2013 – Jan 2022 · 9 yrs

• I am fascinated with consumer-facing market research, particularly when the consumers being surveyed are "early-adopters" of innovative new products. When a product first launches, it actually is quite difficult to find a statistically significant base of consumers with sufficient experience using a new product to provide feedback on it. However, in partnership with my friend and colleague Ben Bajarin of Creative Strategies, we've pioneered some ways to crack this code, and have published some of the earliest consumer-facing research focusing on products like the Apple Watch, the Amazon Echo, Apple Airpods and the iPhone X.
• Our results have been cited extensively in the tech ecosystem (including the Financial Times, Recode, the Economist, Fortune, Benedict Evans of Andreessen Horowitz, and others), and our customer satisfaction results for the Apple Watch and Apple Airpods have both been cited by Apple CEO Tim Cook on multiple earnings calls (Q2 2015 cited Wristly, Q2 and Q3 2017 cited the Creative Strategies/Experian collaboration).

Jan 2022 – Present · 4 yrs 2 mos · Los Angeles Metropolitan Area

Jan 2021 – Present · 5 yrs 2 mos · San Francisco Bay Area

Jan 2021 – Present · 5 yrs 2 mos · Jakarta, Indonesia

Jan 2021 – Present · 5 yrs 2 mos · San Francisco Bay Area

Jan 2021 – Present · 5 yrs 2 mos · San Francisco Bay Area

Jan 2021 – Present · 5 yrs 2 mos · New York City Metropolitan Area

Jan 2020 – Present · 6 yrs 2 mos · New York City Metropolitan Area

Jan 2019 – Present · 7 yrs 2 mos · San Francisco Bay Area

Jan 2012 – Feb 2013 · 1 yr 1 mo

• I led the creation of a new Market & Customer Intelligence group, representing the Voice of the Customer and serving as Senior Staff for our SVP, Product. My team was responsible for validating business cases for new product concepts, collecting competitive intelligence, and hosting Customer Advisory Boards. Perhaps my favorite project was co-designing and building the early prototypes for the product concept that became the Line 6 AmpliFi, a breakthrough amplifier leveraging Bluetooth, iOS integration, and cloud technology. AmpliFi won multiple NAMM Best-in-Shows as well as the prestigious 2014 MIPA Award for Most Innovative Product.

Apr 2010 – Dec 2011 · 1 yr 8 mos

• In my first strategy role, I had responsibility to drive growth via strategic initiatives across Line 6's entire $90M+ product portfolio. I co-developed what became known as Line 6's "High Level Strategy," which focused our organization on creating products that "removed friction" (a phrase commonplace today, but innovative in the 2010 timeframe) and created "customer delight" such that our customers increased their *engagement* with our products (measured in time spent on their amps, effects pedals, etc...) and *evangelized* our products via word-of-mouth (measured via Net Promoter Score). This framework works quite well for any consumer product, and continues to be the lens through which I view product today.

Jun 2008 – Mar 2010 · 1 yr 9 mos

• As Category Manager, I had P&L responsibility for our $30M+ amplifier business line. Key projects included managing our highly successful strategic partnership with world-renown tube amp designer Reinhold Bogner for our Spider Valve line of products. The Spider Valve HD100 was the #1 selling tube head amplifier over $500 in the US for more than a year according to MI SalesTrak, and was just one of many amazing amplifier products Line 6 launched in partnership with Reinhold, Jorg and team. Given the dominance of our amplifier products at the time, I also executed on a successful add-on strategy to increase profitability by increasing the attach rate of high-margin amplifier accessories such as foot controllers from 53% to 77%.

Jul 2007 – Jun 2008 · 11 mos

• Immediately following business school, I joined Line 6 to lead product marketing for their industry award-winning line of electric guitar and bass amplifiers. I was proud to be part of the team that drove Line 6's Spider III Amplifier line to be the #1 selling guitar amplifier line in the United States, surpassing legendary industry players like Fender, Marshall, Vox and Peavey. Products like the Line 6 Spider Jam are still being sold in stores today with the same product positioning over a decade post-launch and within $50 of its original launch price, a lifecycle nearly unheard of for a tech product.

Aug 2005 – May 2007 · 1 yr 9 mos

Jan 2002 – May 2005 · 3 yrs 4 mos

• Key projects included supporting research examining the "winner-take-all" economics of the software industry for our client Microsoft. We developed innovative metrics such as Leader Premiums (the ratio of revenues or profits that the top company in a category enjoyed over the #2 player) to demonstrate that in an industry with network effects and economies of scale, dominance was to be expected. Another accomplishment was co-designing and launching the first Analysis Group Peer Mentor program new research analysts; this program was eventually scaled to the entire organization.

Jun 2000 – Dec 2002 · 2 yrs 6 mos

• As an analyst, I helped create sophisticated economic models that supported Expert Witnesses in intellectual property, antitrust and securities fraud cases. I didn't realize it at the time, but I built some of my first "products" (essentially increasingly sophisticated VBA macros) for my managers at Analysis Group after I taught myself Visual Basic for Applications to automate the repetitive parts of an Analyst's day-to-day job.