How I got here.

None of this started with software. My career started on the floor of a manufacturing plant, leading process improvement in soap production. It's more complex than it looks: dozens of transformations, plenty of places for things to quietly go wrong. I introduced Lean when the company had never worked that way, and spent my time in the corners most people skipped, the small losses, the weights that drifted, the adjustments no one had time to chase. That work taught me something I still rely on: you don't fix a process from a desk. You stop, watch how it really runs, and ask the people doing it what actually happens.

Consulting came next, and the view widened. Instead of one plant I worked across companies in retail, manufacturing, logistics, and other sectors. I sat close to boards, owners, and shareholders, and learned to think about a business the way they do. I led complex, cross-functional projects and built what sat underneath them: corporate strategy, roadmaps, financial analysis, plans to make a company actually profitable. I got fast at walking into an organization and seeing where it was breaking.

Software came after that, and it came quickly. I moved into a faster environment and almost immediately took over an internal system that handled a high volume of customer requests and complaints, the kind of work that lives or dies on traceability: every request answered, on time, with a record of how. It was my first real contact with technology, and I brought the same operations instinct to it.

I became the product owner for that system and the ones around it, and stepped fully into how product actually gets built, working with a scrum master, a tech lead, and engineers. Together we took the tooling from tens of thousands of cases a month to well over a million handled in total, unified what had been separate tools, and rebuilt the flows around the things that hurt: wasted time, rework, and the failures that turned into penalties. It was also where I first put AI into real production, not demos, with models that classified incoming cases and helped draft responses, designed around how a person and the system would hand work back and forth.

For years I shaped these systems from the operations side, defining what the work on the ground actually needed from them. Then a dedicated product team was formed to turn that internal tooling into a product any team could use, and I came on to lead it. That's the role I have now: not just defining what to build, but owning the product itself, from discovery through to production and across its whole life. It sits inside a broader suite, and the layer I'm building is what lets AI agents take on real parts of the work.