From Classroom to
C-Suite Adjacent

"I wanted to understand how software was actually built. So I got a seat at the table where the decisions were made."

In 2018, I made a deliberate pivot into tech. Joining Varsity Tutors as a Technical Analyst at the intersection of Product and Engineering, I was no longer managing programs — I was inside the machine that built them. I learned how features get prioritized, how engineering debt compounds, and how the gap between product vision and user reality gets measured in data.

Using Looker and Jira, I built data-driven improvement plans that identified which e-learning features had the highest bug report rates and the most friction. We prioritized ruthlessly, and the results were measurable.

I also did something most people don't do while working full-time: I earned my PMP and CSM certifications simultaneously. Not because someone told me to — because I wanted the framework. I wanted the language. And I wanted to be taken seriously in rooms where those letters matter.

"Managing a $2M+ program budget at 30 is different than reading about it in a certification study guide. One of them teaches you to breathe slowly."

At Blackbaud (EVERFI), I stepped fully into a Project Manager, Product & Engineering role on a scale I hadn't experienced before. EVERFI's K–12 digital education platform served thousands of schools nationwide, and the programs I managed touched real students and real outcomes.

I owned end-to-end program delivery across concurrent initiatives — scoping, resource allocation, dependency tracking, stakeholder management. I built the systems that kept programs on track when complexity threatened to derail them.

One of my proudest moments here was owning delivery on EVERFI's longest-running corporate partner relationship — managing their largest-budget sponsored initiative and driving scope expansion throughout my tenure. Trust takes time. I built it by never missing a commitment.

"The title said Sr. Project Manager. The work said: figure out how to make AI actually useful for a team of humans who are skeptical of it."

Joining BOLD as a Sr. Project Manager on the CX Product team was my first deep immersion into consumer SaaS at scale. Three flagship products — ResumeNow, MyPerfectResume, LiveCareer — across multiple languages, regions, and user bases. The complexity was real.

I led cross-functional teams through AI/ML-driven process automation at a time when most organizations were still debating whether AI was worth the investment. I designed better documentation, cleaner handoff processes, and reporting infrastructure that gave leadership real-time delivery risk visibility.

I also independently owned and facilitated global biweekly product reviews — translating complex cross-functional program status into executive-ready insights for VP and C-suite decision-making. This is the work I love most: taking chaos, making sense of it, and presenting it in a way that enables better decisions faster.

"Being a strategic advisor to a VP means you see everything. You have to be the person who holds the whole picture when everyone else is zoomed in on their piece."

Promoted to Program Manager II, I stepped into a role that was as close to a Head of Program Management function as I'd experienced. I was a strategic advisor to the VP of Revenue Experience, which meant I wasn't just managing programs — I was shaping how programs were conceived, resourced, and measured.

I owned quarterly roadmap planning for 3 global product teams — aligning 40+ stakeholders across Product, Design, Research, Analytics, Engineering, Marketing, Localization, and CX. That's a lot of humans with competing priorities. My job was to create the shared truth they could all commit to.

I also launched an informal mentorship program for junior PMs — because I've never forgotten what it felt like to not know the unspoken rules. I leveraged my PMP expertise to build foundational skills, accelerate ramp time, and strengthen team delivery capacity. It's one of the things I'm most proud of from this chapter.

"I'm not looking for a job. I'm looking for the right problem to solve — with the right team, at the right scale."

After 8+ years of building, delivering, and leading programs across five organizations, I have a clear picture of where I do my best work: mid-size SaaS companies where programs are complex enough to need real structure, but the organization is nimble enough that a great PM can actually move things.

I'm targeting Senior Program Manager, Head of Program Management, and Principal PM roles — positions where I'm not just executing someone else's vision, but helping shape how the organization runs at a program level. I bring PMP, CSM, and SAFe 5 credentials, deep experience with AI-enabled workflows, and a track record of making cross-functional teams measurably better.

Think of me as the band director who teaches synchronized swimmers how to ballroom dance — different teams, different rhythms, one seamless performance. If that sounds like something your organization needs, let's talk.