I make autonomy companies'
product roadmaps
less wishful.

OPENING /Engineering teams tend to forget I'm not one of them. I take it as a compliment.
I ask the hard questions, and make the operational magic happen.

Boeing taught me flight test, clean-sheet aircraft development, and what factory automation looks like when it meets a real production line. Also that "it works" is not the same as "it's certified." Amazon taught me what it's like to run full-speed during a pandemic — obsessive customer focus, operator experience, and how people interact with highly automated systems. If you don't have the fundamentals down and the math doesn't add up, you don't have a real product.

Zoox taught me what happens when a company falls in love with its own demo video. Aurora is where I proved I could land it — first commercial product launch, leading the war rooms in the run-up, owning the operating plan when "wishful" wasn't an option. DoorDash taught me robotics is a margin problem dressed up as a robot problem.

What I'm good at: the operating plan, the first ten customers, the unglamorous prioritization meeting where a smart engineering org learns to stop building four roadmap items because someone wanted a demo at the next all-hands.

Same problem in five different costumes — the gap between "the demo works," "this is a real product," and "this is a business."

Currently exploring senior product and program roles in autonomy, robotics, defense, and physical AI.