Product executive. Payments, fintech, and AI.
Two decades building the products people pay with and the platforms underneath them, from the strategy that became Zelle to the AI-native data platform behind TurboTax and QuickBooks.
I lead product at the intersection of machine learning, financial services, and large-scale consumer products. Today that means shipping multi-modal LLM systems, agentic data-acquisition pipelines, and autonomous workflow engines at Intuit. Before that I built the largest bank-operated open API platform in the world at Wells Fargo, ran a consumer payments business moving $650 billion a year for 15 million users, and authored the P2P strategy that became part of the foundation for Zelle. I sit on the board of FDX, the standards body defining how financial data moves as AI transforms the industry.
Leading the platform that powers data, document, and app integrations across TurboTax, QuickBooks, Credit Karma, and Mailchimp.
Elected to the board of the industry standards body for consumer-permissioned financial data, shaping the policy and technical standards that govern how AI systems, fintechs, and financial institutions exchange data across 200+ member organizations.
Twenty-two years from analyst to EVP, spanning consumer payments P&L ownership and the creation of the bank's open finance platform.
The P2P model I designed at Wells Fargo became clearXchange, and then Zelle, now the #1 P2P payment network in the United States.
Named one of Business Insider's "15 tech execs running the most ambitious projects on Wall Street."
Every optimized system has a boundary, and the organization that built it goes blind at precisely that line. Three things draw those boundaries: what a company's systems optimize, what its roadmaps assume already exists, and whom its org chart permits to feel a problem.
Read the essayModels that can do a task are not the same as businesses that let them. To be usable in a business process, AI has to be more reliable than the human it replaces, not merely as reliable, and that bar is higher than most people building the technology have noticed.
Read the essayMost organizations are adopting AI the way they adopted mobile: as a feature added to an operating model that otherwise stays exactly as it was. The opportunity is structural, and it is being missed in the same way.
Read the essayA ranked backlog tells you the order of work and conceals what the organization believes about where value comes from. Real prioritization is a written argument for a few bets, sized honestly, and paid for by stopping something people can see.
Read the essayFrom a working set of essays on product leadership. More to follow.
Most interested in product leadership roles where AI, fintech, payments, data, and customer experience come together. Based in the San Francisco Bay Area.