About
I built my career up from the call-center floor.
I spent the first two years of my career in Grubhub's Customer Care department, and my first three years at ShipMonk in Customer Success.
Two things from the phones have never left me. First, information nobody can act on is only slightly better than no information at all. Second, the best reassurance you can give a customer isn't an apology, it's an explanation grounded in knowing the subject. If you can tell someone exactly why something is happening and how they can act on it, now or next time, that will carry you through almost anything short of a purely emotional reaction.
Since support, I've worked in Business Operations, Marketing, and Operations Analytics, and I have been in product since 2024. Today I am the senior product manager for shipping and transportation at ShipMonk, in Tampa.
The surface is carrier integrations and launches, rating and routing, hazmat compliance, and the internal tools the transportation team runs on. More than 90 percent of ShipMonk's parcel volume moves through the rating and routing I own, across 13 carriers and three resellers of those same carriers.
The team is four engineers, an engineering lead, and a QA, plus a product manager who reports to me. Outside product and engineering my standing partner is the Transportation team, which carries the merchant experience, the operations, and the commercial sides of the same problem. A change I ship can land on one merchant or on all of them, and most of the work starts as an argument about what the data says before it is ever a roadmap item.
The job has always been the same: find the problems nobody has untangled, and turn them into decisions the business can bet on.
Timeline
- 2026 – now
- Senior Product Manager, Shipping and Transportation · ShipMonk
- 2024 – 2026
- Product Manager, Shipping and Transportation · ShipMonk
- 2023 – 2024
- Senior Manager, Operations Analytics · ShipMonk
- 2022 – 2023
- Product Marketing Manager · ShipMonk
- 2021 – 2022
- Business Operations Manager · ShipMonk
- 2019 – 2021
- Customer Success Operations Manager · ShipMonk
- 2018 – 2019
- Customer Success Manager · ShipMonk
- 2016 – 2017
- Customer Care Team Lead · Grubhub
- 2015 – 2016
- Customer Care Specialist · Grubhub
Philosophy
The business is the North Star, not the user.
I can do the very best thing in the world for a customer and still be a bad product manager, because if what I shipped is bad for the company paying me to make the call, I have done someone else's job. That is not permission to optimize the quarter either. Some calls cost money now and are still the only defensible ones.
Walk the machinery yourself.
The usual case for a product manager writing their own queries is efficiency, and efficiency is the weaker case. The schema is a map of how the business works, and the only reliable way to find where that map is wrong is to walk into the wrong part of it yourself. Day to day that means SQL in Snowflake and Metabase, Tableau for the parts other teams read, and Claude Code for the software I ship myself.
Ask what the money is buying.
I once spent six weeks refusing a recurring weekly premium meant to move volume off an underperforming carrier, because the transit data put the alternative within a quarter of a day of the incumbent. It would have bought a healthier metric and nothing else. The same spend was right months later, at a third of the size, once it bought leverage instead.
AI buys implementation speed, not judgment.
It puts building within reach of a product manager who knows the domain. The domain model, the thresholds, and the rules still have to come from knowing the network.
When I am arguing from experience rather than evidence, I say so out loud. Every belief here is held at the strength of the evidence behind it. Bring me better evidence and I will move. Bring me a healthier dashboard and I will ask what we are buying.
Off the clock
Chicago, London, Singapore, Chicago again, Bainbridge Island, all before I turned fifteen. Chicago is still home. The rest of it turned into 34 countries and 33 states, and a working theory that you can learn more about a place from an hour in one of its bars than from a week of its museums.
Most of that travel is funded by an unreasonable points and miles habit. I read half a dozen blogs, I track transfer bonuses, and I route essentially every dollar I spend toward a future redemption. The best one so far was our honeymoon, Singapore Airlines business class to Bangkok with a stop in Singapore, then hotels in Singapore, Bangkok, Chiang Mai, and Phuket. Roughly $30,000 of travel, about 90 percent of it on points. My wife has no interest in how any of it works, which I believe is the correct division of labor.
These days it is Tampa, my wife, two golden retrievers named Leo and Mac, Bucs season tickets in the fall, and a boat whenever the weather cooperates.
Get in touch
If you are hiring for senior product manager roles at a logistics, fulfillment, or ecommerce infrastructure company, this is the right inbox. Include the role and the problem it exists to solve, because a specific first message gets a specific answer.
I write about parcel economics and decision science on LinkedIn, and the code behind this site and its tools is public on GitHub.