I lead customer experience and support for connected hardware, and I build the systems and AI behind it.
Fourteen years in, I own the connective tissue that closes the gap between product and customer: the programs, the processes, and increasingly the AI-powered tools that turn what people experience into something the whole company can act on.
Support is the only function with a continuous, unfiltered record of what customers actually experience. Most of that signal never leaves the queue. My work is getting it out: turning what customers experience into decisions the whole company can act on, and building whatever makes that repeatable.
Customer experience
Support leadership
Voice of the customer
Applied AI
Systems & tooling
Data to decisions
At its core, my work is the craft of customer care. At a consumer-hardware company with no app and no software layer, just a great physical product, I built and led a support team that became industry-leading, with CSAT sustained above 98%. That experience was never a cost center. It was a competitive asset, and the quality of it was a significant driver of the premium the company commanded when it was acquired.
That same instinct carries into more complex products. When a customer's experience depends on firmware, cloud services, mobile apps, and physical installation all working together, protecting that experience means owning the seams between them. I embed in release and integration work, run beta programs, and do the technical triage when something breaks: reproducing failures, reading the field data, and translating it into context engineering can act on. When an issue reaches customers or threatens a key partnership, I drive the cross-team resolution that contains the impact and restores trust. And I close the loop upstream, turning what support sees into product and process change, so recurring problems get fixed at the source rather than absorbed by the queue. That work has preserved significant revenue and enabled major contract renewals.
Across all of it, much of my impact comes from building systems where manual work used to be. I have shipped returns automation, refurbishment programs, and a support-analytics platform that unifies data from across the business into one view and uses AI to surface the signals worth acting on. AI is central to how I build now. It multiplies what one person can ship, so an idea becomes a working tool in days rather than quarters, at a fraction of the usual cost.
I lead by making tradeoffs visible, explaining the why behind decisions, and helping teams understand problems deeply enough to act with confidence.
A few things I hold to. Assign work to the shape of the person rather than evenly. Build metrics that explain workload rather than rank people. And build so people outgrow me: the programs I am proudest of are the ones I handed off that kept running without me. Mechanisms, not heroics.
I am most effective in the space between teams, translating context across engineering, support, leadership, and external partners so decisions reflect real-world impact rather than internal assumptions. When things get tense, I stay calm, stay technical, and keep people focused on what needs to happen next.
I built and led the customer care team at a bootstrapped consumer-hardware company, growing it from one person to a team of eight over eleven years and running it as Head of Customer Care through a $60M acquisition. More recently, at a fast-moving smart-home company, my work has spanned customer experience leadership, partner integrations, and the data and AI systems behind customer experience, and it is where I built the tooling that now shapes how I work.
Across every role, the thread has been the same: I take what customers and partners experience and turn it into action, and I build the systems that make it scale.