The most important non-technical skillset any tech company or founder should master is GTM. Connecting with customers and building distribution channels are the engines that fuel product and revenue. I’ve spent over 12 years bridging gaps between product and customer-facing teams in consumer and enterprise technology companies, often building teams from the ground up or re-organizing people and processes to pursue sustainable growth.

I’ve had the opportunity to work with businesses all around the world to bring products - digital and “real” - to market. From crafting global growth strategies for game publishers to building customer service strategies for travel companies, I’ve found that the same principles apply:

• Spend 80% of your effort on understanding the local user.

• Use learnings from new markets as a competitive advantage in your home market.

• Treat all marketing as performance marketing.

• Focus on the interaction of unique user behaviors and unit economics.

I’m currently building AI systems for financial intelligence. The most interesting businesses in the AI/ML boom won’t be foundational models or “GPT wrappers”. Instead, they will sit somewhere in between, and leverage expertise, unique combinations of AI infrastructure and distribution relationships to build long-term moats.

Early in my career, I was a vertical manager in the mobile app partnerships team within Google’s Global Partnerships organization. We worked with publishers, developers and content creators grow their online business. My primary focus was on the in-app news, media and entertainment ecosystem, as well as mobile games.

I am well versed in ad tech and other monetization models, using yield management and real-time auction platforms like AdMob and Google Ad Manager to increase revenue per user. More recently my work has focused on subscriptions and microtransactions, and other comprehensive LTV-maximizing strategies.

Tech companies are increasingly finding themselves designing products to work within the constraints of local institutions. For better or for worse, rule-making has produced different solutions to global problems and a wide array of user experiences.

I have advised businesses and managed teams through a number of regulatory and private sector policy “shocks”, including the GDPR, Apple’s App Tracking Transparency and lockdowns in the wake of COVID-19.

I am passionate about helping talented people work at their full potential, and enjoy thinking about how culture and effectiveness are connected. I believe that leaders have a huge responsibility to invest in their teams and build inclusive, values-driven culture that brings out the best in everyone.

I’m humbled to have had the opportunity to lead incredible people and manage complex, impactful businesses spanning zero-to-one start ups and mature portfolios. My management philosophy is to hire a diverse team of people, build a structure to help them work well together, and spend most of my time coaching and elevating them.