Tulsa, OK Last updated April '26

I build things people want — and make sure they find them.

The people who build things and the people who explain them rarely talk enough. I've spent my career in that gap — and I've seen companies win and lose based on whether they can close it.

How I operate → Get in touch

I · Story

How I got here

I started my career trying to understand people.

I spent years deep in a PhD studying cognition and mental health — trying to understand why people make the decisions they do, what drives behavior, how environments shape outcomes.

From academia I moved into a Chief of Staff role at an early-stage startup, then joined Frame.io — hired for Strategy and BizOps, and quickly pulled into marketing strategy, planning, and eventually product. Not because the job description changed. Because that's where the work was.

II · How I operate

Principles

Not a list of beliefs. Lessons from moments where the right move wasn't obvious.

P.01

Strategy + Ops

Find the gap. Fill it.

There was no strategic planning function when I arrived. I built it end-to-end — then used it to reshape how the company set priorities and allocated resources. The work no one asked for turned out to be the work that mattered most.

P.02

Product + Growth

Three bets a year. Nothing else.

I replaced a fifty-item roadmap with a clear framework: three bets per year, the discipline to refuse everything else. That clarity led to the releases that moved the business — PLG, core revenue features, the platform work that made the next year possible.

P.03

Product × Marketing

Work the seam, not the handoff.

The leverage in any company lives at the seam between product and marketing — where positioning sharpens the product and product surfaces sharpen the message. I've never seen a great company where those two functions could cleanly hand off. The best ones share a brain.

P.04

Judgment

Strategy is the patience to write down what's already true.

Most strategy work I've done well was just forcing a team to say out loud what everyone already suspected — and then acting on it. The hard part isn't the insight. It's the commitment.

P.05

Trust

The gap is yours to close, not theirs to cross.

Early in my career I got visibly frustrated when people weren't where I expected them to be. I didn't understand that the gap was mine to bridge. A good manager said the quiet part out loud. Assume best intentions. Understand where someone actually is. Bring them with you — because if you make people feel like obstacles, they'll act like them.

III · Open loops

Questions I'm thinking about

An honest list. Not hot takes — just the things I keep turning over. Click any one.

Q.01 Can you actually train for judgment, or only for pattern-matching? +

My PhD was, in a sense, about this. Judgment seems to come from a lot of reps across a lot of contexts, then stepping back far enough to see the shape of the thing. The scary version is that it can't be taught — only accumulated. I'm not fully convinced yet.
Q.02 What does "well-being at work" mean when the work itself is the point? +

I don't buy the clean separation between work and life, and I don't fully buy "work-life balance" as a goal. Eudaimonic well-being — meaning, growth, contribution — is often highest when the work is demanding and personal. The question is what conditions make that sustainable versus corrosive.
Q.03 Can you pursue meaning the way you pursue a goal — or does the act of optimizing for it ruin it? +

My PhD was built around eudaimonic well-being — the idea that flourishing comes from growth, meaning, and contribution, not just feeling good. The irony is that studying it didn't make it easier to find. If anything, it made me more suspicious of the moments I thought I had it. The people I know who seem most alive aren't the ones who set out to live meaningfully. They're the ones who got absorbed in something real and looked up one day.
Q.04 How do you lead well when your own brain is actively working against you? +

I'm genuinely still working on this one. What I've landed on so far: transparency helps more than I expected. Not performing okayness when it isn't there. Telling a trusted person I'm having a hard week instead of managing it alone. Less about having a system, more about not pretending. Whether that actually counts as leading well — I don't know yet. I'll let you know when I figure it out.

IV · Outside work

What shapes how I think

The stuff that doesn't fit on a resume but probably matters more.

Mental health, cognition, and why I went back to school

I've lived with anxiety and depression for most of my life. About ten years ago I stopped just managing it and started getting curious about it — why do our brains operate the way they do? What does it actually mean to live well? That curiosity led me into a PhD, where I dedicated my research to cognition and judgment, eudaimonic well-being, and mental health.

Travel

From the back roads of India to remote villages in South America, travel has been one of the most formative things in my life. Seeing how differently people live, make decisions, and find meaning has made me more empathetic and more curious. The world is a good reminder of how much you don't know.

Learning by listening

People reach out to me when they're stuck. I don't know exactly why — maybe it's that I ask different questions, or that I don't rush to fix things. What I do know is that I genuinely want to understand what's going on for someone, not just help them move past it. Those conversations have shaped how I think more than almost anything else.

V · Writing