Ships the version people actually use
Eight years turning messy operations problems into products dispatchers, drivers and finance teams open every morning. I plan against a number, ship in small cuts, and write down what I got wrong.
Employers
Three companies, one thread
Every role was in software that moves parcels or money for small operators. The thread is the same: make the tool the team opens first.
About
The short version
Who I am when the roadmap review is over.
I started on the support desk at a freight startup, answering the same eleven questions about where a truck was. Rewriting the tracking page so nobody had to ask them was my first product, and the pattern has not changed since: sit with the people who use the thing, find the ten minutes that ruin their day, and take it out.
Eight years later I run dispatch and payouts at Parcelo, a shipping platform for mid-market carriers. My teams ship in small cuts, plan against a written target, and read the number back when the quarter closes. The launches on this page are the ones that moved it.
I am looking for a Group PM or Director role where the product is operationally hard and the team is small enough that the decision log still fits on one wall.
One page per decision: the options, the number we expect, who disagreed. Reviewed every quarter, the wrong calls marked in red.
A folding bike, a sourdough starter that has outlived two apartments, and Saturday mornings at the St. Lawrence Market.
I ask "what would we have to see to stop this?" before we start, and I write the answer down.
Experience
Where the work happened
Four roles at three companies, each with the thing it added. The full CV is one click away.
Own dispatch and payouts for a shipping platform used by 140 mid-market carriers; five engineers, one designer, one analyst. Shipped the Dispatch Board (38% less time to dispatch a day, median across 41 carriers), Instant Payouts (92% driver opt-in in six months on a new payments rail) and Rate Cards v2 (+21% self-serve signups). Hired and coach two product managers.
First PM for the accounting side of an invoicing product for small trades firms. Took Reconcile from a customer's spreadsheet macro to the reason the middle plan exists (about 6,000 bookkeeper hours a year given back), and cut time to first invoice from nine days to one (thirty-day activation 41% to 63%).
Owned the shipper-facing tracking and notifications area of a freight marketplace after writing its first product from the support queue. Ran the beta program and the weekly release note.
First job in software: answered the same eleven questions about where a truck was, then specified the tracking page that made them stop. "Where is my order" tickets fell 54% in its first quarter.
By the numbers
What the work moved
Each figure is the one that was reported when the quarter closed, with where it came from.
Projects
Six things I shipped
Each one with the company, the year, my part in it and the number it moved. Open any of them for the whole story.
Skills
What I bring to a team
Grouped the way the work actually splits, with how deep each group goes.
- Ride-alongs and shadowing
- Customer interviews
- Jobs to be done
- Opportunity trees
- Support ticket mining
- PRDs and one-pagers
- Roadmaps
- Release planning
- Feature flags
- Beta programs
- Post-launch reviews
- SQL
- Metabase
- Amplitude
- Experiment design
- Cohort analysis
- Spreadsheets that scale badly
- Hiring PMs
- Coaching
- Stakeholder plans
- Quarterly planning
- Board updates
- Decision logs
How I work
The first ninety days, every time
The same four moves whether the product is dispatch, payouts or a page nobody has opened yet.
Two weeks of ride-alongs, support shifts and screen shares before I open a roadmap. I am looking for the ten minutes that ruin a day, not a feature request.
You get A one-page problem brief with the number we expect to moveEvery initiative gets a written target, the options we passed on and who disagreed. It goes in the decision log and it is read back when the quarter closes.
You get A decision-log entry and a quarterly target the team signedFeature flags, a beta of ten accounts, then the rest. Nothing waits for the big launch, and the first cut is usually embarrassing on purpose.
You get A beta in four weeks and a release note the support team can readTwelve weeks after launch we measure against the target, mark the call right or wrong in the log, and decide what to stop. Stopping is a deliverable too.
You get A post-launch review, with the wrong calls in redReferences
What the people I worked with say
A manager, a report, a peer and a customer. Contact details for all four on request.
Rachel is the PM I hand the hardest operational problem to. She came back from two weeks of ride-alongs with a one-page brief, a number, and a plan that shipped a beta in a month. Twelve weeks later the number was on the board and she was the one who marked which of her own calls had been wrong.
Daniel Okafor VP Product, Parcelo ManagerShe taught me to write the target before the work. I still use her one-pager template, and I still hear her asking what we would have to see to stop.
Priya Nair Product Manager, Parcelo ReportEngineering trusted her because the scope never moved after the kickoff, and when it had to, she was the one who said so first, in writing.
Marcus Lindqvist Engineering Manager, Ledgerline PeerWe run forty vans. The dispatch board gave my morning back. She sat in our office for three days before she changed a single screen.
Rosa Delgado Operations Director, Northline Courier CustomerLooking for
The next role, specifically
Written down so we can both tell in a minute whether it is a fit.
I want to run a product area that is operationally hard - dispatch, payments, scheduling, the unglamorous middle of a business - with a small team of PMs who will write their targets down and let me read them back.
- Agency or consultancy work
- A solo PM before product-market fit
- Fully on-site outside Toronto
- A roadmap already written for the year
Practical
The questions recruiters ask first
Answered here so the first call can be about the role.
What is your notice period?
Remote, hybrid or in the office?
Would you relocate?
Do you need visa sponsorship?
What are you expecting on compensation?
Can I speak to references?
The whole record, two pages.
Every role, every launch and the number each one moved, in the order a hiring manager reads them. The same facts as this page, without the scrolling.
Contact
Tell me about the role
The team, the product area and the number it has to move. I reply to everything.
Thank you - your note is in. I reply to everything within a working day.