Three Disciplines. One Approach.

Where It Started

Started in 2013 running paid media. I was good at it — scaled budgets, built attribution models, turned ad spend into revenue. But I kept bumping into the same wall: the storefronts I was driving traffic to weren't converting. So I learned ecommerce. Then I realized the best growth comes from the product itself. So I learned product management.

How It All Connects

I've scaled ad spend from $5K to $80K/month and kept it profitable the whole way. 4-8X ROAS across DTC and B2B. Growth marketing is the discipline, but the real skill is knowing when to pour fuel on something and when to fix the thing you're pouring fuel on.

Cut customer acquisition costs by 50%. Doubled activation rates by redesigning onboarding. Built lead scoring models that actually made sales teams want to use the CRM. Product management is where all the leverage is — one good decision at the product level is worth ten campaigns.

Took a Shopify store from $800K to $2M+ in annual revenue. Lifted conversion rates by 400%. Built post-purchase flows that turned one-time buyers into repeat customers. Ecommerce is where theory meets the cash register — every decision shows up in the numbers the same week.

Why It Matters

Companies hire three people for this — or three agencies — then burn half their time in alignment meetings. I skip the translation layer. One person who understands product, growth, and ecommerce makes faster decisions, builds more coherent strategies, and compounds results instead of diluting them.

The Technical Edge

I graduated from Flatiron School's software engineering program. Not to become a developer — because I was tired of being the PM who couldn't read the codebase. Now I spec features precisely, debug issues without waiting for engineering, and have honest conversations about what's actually possible in a sprint.

Off the Clock

When I'm not optimizing conversion funnels or arguing about sprint priorities, I'm probably walking my Shiba Inu, Barry. He has strong opinions about which routes we take and absolutely zero interest in my ROAS metrics.