VP of Product. Head of Product. Product Operations.

The challenge

Heartland Payroll/HCM had 22 teams and 330 people working from 14 countries, each with its own way of planning and delivering. A $1.1B sale to Acrisure was coming, and the business needed every team pointed at the same goals before the deal closed.

What I did

• Moved 19 of the 22 teams onto a single Scaled Agile (SAFe) cadence, with shared PI planning and one release rhythm.
• Rebuilt the work processes end to end: intake, planning, dependencies, reporting and release.
• Built contractor performance reporting, run biweekly and quarterly and then weekly in the final two months, to move contractors cleanly to the acquiring company.
• Spoke to every audience in its own context: business outcomes and risk for leadership, clear priorities and fewer interruptions for individual contributors.

The result

• Teams were aligned and delivering on one cadence ahead of the $1.1B acquisition.
• Release cycles shortened by 20%.
• Earned the top bonus tied to completing the pre-sale delivery.

The challenge

The Heartland Enterprise point-of-sale team ran on Waterfall. Work moved in large batches, and the team shipped only 2–3 releases a year.

What I did

• Converted the team from Waterfall to Scrum: a groomed backlog, sprint planning, daily standups, reviews and retrospectives.
• Broke large releases into small, testable increments the team could ship safely.
• Gave leadership a clear view of progress so they trusted smaller, more frequent releases.

The result

• The team went from 2–3 releases a year to releasing every week, a more than 15x increase in release frequency.

The challenge

Lockheed Martin needed to move legacy programs onto SAP S/4HANA as part of a $100M ERP migration. The systems touched supply chain and manufacturing, so delays and confusion carried a real cost.

What I did

• Managed delivery of the migration of legacy programs to SAP S/4HANA.
• Ran stakeholder analysis to find who the change affected and how.
• Built change impact assessments and communication plans, each with a cost-of-inaction estimate.
• Made bottlenecks visible and showed leadership the program was spending nearly $4.1M a quarter because the right resources had not been hired.
• Replaced self-reported metrics that tracked activity instead of finished work with metrics that showed real delivered value and could not be inflated.
• Introduced my own templates and playbooks for user stories and sprint flow to build the team's skills.

The result

• Leadership saw the true cost of the staffing gap — nearly $4.1M a quarter — and reporting shifted to metrics tied to completed work.
• Team maturity rose as the teams adopted my templates and playbooks, which later became the foundation for ASHLEY.

The challenge

At Amtrak, BAE Systems and Lockheed Martin, I saw the same pattern. Smart teams lost hours every sprint to manual status updates, guesswork estimates, blockers found too late and meetings that repeated what everyone already knew. On large programs, that waste adds up to real money.

What I did

• Designed ASHLEY AI Scrum Master to handle the repetitive parts of agile delivery: capacity-based sprint planning, async standups, early blocker detection and retrospective insights.
• Built generators for Scrum Masters, Release Train Engineers and Product Owners: feature sizing, OKRs, user stories, PRDs and release notes.
• Architected and built the entire system solo using AI-assisted development, including 13 new features released in November 2026.

The result

• ASHLEY can save nearly 4 hours of sprint-related work and gives teams without a dedicated Scrum Master the same discipline.

The challenge

V1 proved the core promise: a verified, women-only space. But investors and early members raised three gaps. New members landed on a sparse feed and called it "boring." AI ran only behind the scenes, so members never saw its value. And safety had to go further than checking that a real person was on camera.

What I did

• Surveyed 59 women about how they use social platforms and what they would pay for: 49.2% want to build a personal brand or coaching business; average frustration with Instagram and LinkedIn was 6.32 out of 10.
• Specified a layered verification flow: randomized liveness prompts, deepfake and synthetic-image checks, a gender confidence check and duplicate-face detection — safety designed as architecture, not policy.
• Designed onboarding that feels personal in under a minute: one-tap sign-in, goal and role selection, then HER AI shows "people like you" to follow so no one lands on an empty feed.
• Built a clear path to income: a personalized roadmap to $1,000 a month, a weekly AI action plan, brand-collaboration opportunities, RequestHER bookings and a wallet with payouts.
• Directed a high-fidelity iOS prototype of 70+ screens in Figma, covering onboarding, HER AI, opportunities, the wallet, Circles, learning and a creator dashboard.

The result

• V2 is drawing demand before launch. Across the last 6 podcast appearances, women responded strongly to the V2 vision, with 3 to 4 more appearances scheduled before year-end.
• V1 is live on the Apple App Store and Google Play; V2 with HER AI is in build for 2027.