The transition from medical school to residency is marked by a complex, highly fragmented interview process with partial regulation. Recognizing this challenge, I engaged deeply with the Graduate Medical Education market to design a solution that redefined industry standards.

- User-Centered Research: Conducted in-depth interviews with medical program directors and crafted detailed journey maps to uncover pain points and opportunities for improvement.
- Design Innovation: Validated evolving knowledge management concepts, user experience strategies, and user interface designs through rigorous market testing.
- Cross-Functional Leadership: Partnered closely with engineering to introduce scoring as a new platform service, integrating and enhancing our three largest products into a unified offering.
- Strategic Market Impact: Orchestrated the marketing and sales release process, showcasing the beta release of *Score 2.0*. Testimonials from this program redefined perceptions of Thalamus' capabilities, solidifying its market leadership.

The results were transformative. Thalamus evolved from being the go-to product for interview scheduling to a comprehensive solution for applicant assessment. With over 75% market share for programs using a scoring application, the release of *Score 2.0* not only secured our position as the market leader but also stymied the progress of our closest competitor.

This success underscores my ability to leverage user insights, drive cross-team collaboration, and deliver innovative solutions that lead to measurable business outcomes.

Market research revealed the necessity of adding *Dispatch* to our product portfolio—a solution designed to meet the specific and modest requirements for minimum market fit. However, delivering on this vision posed a challenge: our engineering team, composed entirely of contractors, lacked experience in creating commercial software products.

Turning Challenges into Opportunities
- Client-Centered Insights: I initiated a transformation by leading a deep dive into our clients’ needs, uncovering their workflows, challenges, and goals. This gave the team a clear understanding of who they were building for and why.
- Team Empowerment: Encouraged contractors to shift from task-driven execution to problem-solving collaboration. By inviting their input on potential solutions, I fostered a sense of ownership and creativity within the team.
- Strategic Leadership: Guided the team through prioritization challenges, ensuring the delivery of the most impactful features within the required timeline.

Results That Resonate
- Delivered Dispatch weeks ahead of schedule with one-third the defects of similar projects.
- The implementation team lauded the product’s maturity, while existing clients expressed high levels of satisfaction.
- New business deals were secured directly because of the *Dispatch* offering, validating the solution’s market impact.

This project exemplifies my ability to bridge market needs and engineering execution, transform teams into high-performing units, and deliver results that drive both client success and business growth.

In highly specialized domains like Space Management, Capital Projects, Cyber Security, and Real Estate, finding Product Managers with deep domain expertise was a significant challenge. To overcome this, I pioneered an innovative approach: transitioning subject matter experts (SMEs) with no prior product management experience into successful product leaders.

Strategic Approach
- Rigorous Evaluation: Identified SMEs with the potential to excel in product roles based on their expertise, problem-solving skills, and ability to adapt to new challenges.
- Focused Development: Provided mentorship and structured support to help SMEs master the principles of product management while leveraging their domain knowledge.
- Empowerment and Ownership: Encouraged a collaborative mindset, enabling SMEs to take ownership of their products and drive innovation aligned with user needs and business goals.

Results That Inspire

The experiment paid off. These SMEs-turned-Product Managers quickly adapted and consistently delivered exceptional results, pushing the boundaries of innovation in their respective areas. Their unique perspectives not only enhanced product quality but also brought a competitive edge to our portfolio.

This initiative underscores my ability to identify potential in unconventional talent, nurture growth, and create impactful teams capable of driving success in even the most complex and specialized markets.

When GE Capital was sold, the 180 employees in Van Buren, MI, including myself, were told to cease all activities and faced the daunting challenge of finding new roles within GE or facing layoffs. Rather than accepting this as an inevitability, I took proactive steps to turn the situation into an opportunity for my colleagues and myself.

Strategic Initiative
- Identifying Opportunities: Connected with GE leaders across global business units to compile a list of short-term, understaffed projects.
- Mobilizing Talent: Organized a campus-wide meeting, inviting employees to volunteer their expertise as volunteer labor for these projects. This provided employees with a platform to showcase their skills, broaden their networks, and demonstrate their value to other GE divisions.
- Driving Adoption: Despite initial skepticism from leadership, my initiative gained momentum as employees embraced the opportunity to take control of their futures.

Impactful Results
- Within 90 days, over 150 employees, including myself, secured stable roles across GE’s various businesses.
- GE businesses benefited from a full quarter of free, high-quality labor, driving significant momentum in critical areas.
- Personally, my proactive approach resulted in multiple business units competing to hire me.

This initiative not only helped secure livelihoods for countless families but also reinforced my belief in the power of strategic problem-solving, collaboration, and leadership in the face of uncertainty.

Oracle recognized GE Digital's Global Functions as home to the world's largest and most complex live Oracle instance, encompassing over 1,100 applications. However, many of these applications were siloed projects developed without consideration for client needs, leading to conflicting solutions, data inconsistencies, and performance issues. Tasked with standardizing over 200 applications managed by 58 project managers, I led a transformation that redefined how Global Functions approached development.

Strategic Transformation
- Identifying Challenges: Discovered through interviews that project managers often delivered precisely what was requested without understanding user needs or business value.
- Building Foundations: Designed and delivered tailored training in product management principles, emphasizing customer-centricity, value-based strategies, and structured backlog processes.
- Driving Accountability: Guided project managers through a comprehensive transformation, culminating in presentations to the Senior VP of Global Functions, showcasing their shift from project-focused execution to product-driven strategy.

Impact and Legacy
- Substantial Improvements: Enhanced productivity and quality across Global Functions applications, earning praise from GE Digital leadership.
- Scalable Impact: Founded the Global Product Management Guild, mentoring select staff and establishing a platform for experienced product managers to coach and support new practitioners.
- Cross-Business Adoption: Other GE business units adopted the program, amplifying its impact across the organization.

This initiative demonstrates my ability to lead cultural transformations, foster talent, and implement frameworks that deliver long-term value at scale. By turning a fragmented approach into a cohesive, client-focused strategy, I helped GE Digital unlock the full potential of its technology and teams.