About
Product leader turned strategic advisor, helping organizations make better AI decisions.
Background
Mar 2019 – Aug 2025
Director, Product Management
Feb 2022 – Aug 2025Led ESPN Video Experiences Team: 5 PMs, mobile/web/living room platforms, 70K+ live events annually.
Senior Manager, Product Management
Mar 2021 – Feb 2022Expanded ESPN Video Experiences team from 3 to 5 PMs while maintaining hands-on IC ownership of product strategy and delivery.
Senior Product Manager
Mar 2019 – Mar 2021Founded Video Experiences team; led full UX redesign of live and on-demand video.
Product Manager II
Delivered consumer and infrastructure initiatives that drove 5x video viewership growth over 3 years.
Program Manager
Built enterprise cloud solutions using Microsoft Intune for Fortune 500 clients.
Soulful AI (Founder & CEO, 2025–Present): AI product strategy consultancy helping B2B SaaS, media, and consumer software organizations navigate build-vs-buy decisions, prioritization, and scaling. Parent entity for BookOwl and Metric Magic.
BookOwl (Founder & Solo Developer, 2025–Present): Free iOS and web reading tracker. 1,200 users in 5 weeks with $0 marketing spend; 50% D30 retention. 5.0 stars on the App Store. 29 releases shipped as sole developer.
Metric Magic (Founder, 2025–Present): B2B SaaS connecting 7 analytics platforms into a unified schema with natural language querying. Currently in waitlist.
Gique (Co-Founder & VP, 2013–2019): Non-profit delivering STEAM education at Boys & Girls Clubs of Dorchester; published peer-reviewed research on educational intervention impact.
What This Means
Build vs. buy vs. partner? At Disney, I negotiated platform deals with Roku, Amazon Fire, Apple TV, and Meta. I've evaluated RFPs with partners like Snap for major features and worked with leadership to recommend buy vs. partner approaches when 8-figure decisions were on the line.
Unit economics? At ESPN, we worked through complex tradeoffs between maintaining and growing our TV Everywhere business while expanding DTC offerings with ESPN+ and ESPN Direct.
Feature bloat? At Twitter, I worked with partner teams to effectively prioritize the highest-value video products that aligned with overall company goals, saying no to features that didn't move the needle despite internal pressure.
There's a difference between a feature that works for 1,000 users and one that works for 100 million users. I've shipped both. At Twitter, I launched a unified video player framework impacting 100M+ daily active users. At ESPN, I led products that scaled to millions of concurrent viewers during major live events. I know which architectural decisions matter at which stage, when to take on technical debt vs. when to pay it down.
Mid-market organizations don't have Disney's resources or Twitter's extensive engineering teams. You can't afford to build everything in-house, but you also can't afford to bet wrong on platform partners. I help you make strategic choices that fit your actual constraints, not idealized versions of what you wish you had.
Enterprise B2B (Microsoft), consumer social (Twitter), streaming media (Disney/ESPN), consumer mobile apps (TempoRun), and education non-profits (Gique). This breadth means I can translate lessons from one domain to another, and I know when advice from one vertical doesn't apply to yours.
Origin Story
After 11 years building products at Disney, Twitter, and Microsoft—plus founding two companies—I saw a gap in the market. Mid-market organizations desperately need strategic AI guidance, but most consultants either come from pure tech backgrounds (great at algorithms, weak on product strategy) or pure business backgrounds (great at frameworks, weak on technical reality).
Having lived in both worlds, I can talk to your engineering team about platform integration strategies and your executive team about competitive positioning. I know which AI features create moats vs. which ones are table stakes because I've built video experiences and infrastructure at massive scale.
Most importantly: I've seen what happens when companies rush to adopt AI because competitors are, without thinking through unit economics, technical debt, or whether AI actually solves the user problem. I started Soulful AI to help organizations avoid those mistakes—and to bring the same strategic rigor to AI decisions that we brought to product development at Disney, Twitter, and Microsoft.
My competitive advantage isn't that I know more about AI than anyone else. It's that I've shipped products to hundreds of millions of users, made build-vs-buy decisions with 8- and 9-figure consequences, and learned when to say "no" to technology for its own sake. That's what I bring to client organizations.