As a seasoned Product Leader, I’ve developed a collaborative, adaptable approach to working with cross-functional teams—UX Design, Engineering, and Business—to deliver impactful, user-centric solutions. My experience spans multiple industries, including SaaS, e-commerce, and digital marketing, where I’ve launched products that streamline workflows, improve user experiences, and drive measurable results.
Working with UX Design
My journey with UX began at Spiraledge, where I took the initiative to wireframe UIs from scratch—learning tools like Balsamiq to translate ideas into user-friendly interfaces. I follow the principle that every design should prioritize simplicity and efficiency, ensuring users can achieve their goals with minimal friction.
Most recently, at Social Native, I partnered closely with UX teams to develop detailed Figma prototypes that enriched product requirements and accelerated development lifecycles. Whether launching Creator Discovery, integrating TikTok metrics, or improving UGC workflows, I’ve found that great design happens through collaboration—bringing together user feedback, business needs, and technical feasibility.
Working with Engineering
I believe product managers need to have enough technical knowledge to outline clear user flows, while empowering engineering teams to determine the best implementation methods. My role is to set the “what” and “why,” not the “how.”
At Social Native, this approach drove successful integrations with platforms like TikTok Creator Marketplace and Instagram Paid Metrics, where collaboration with engineering teams enabled features that improved both user experience and performance tracking. I embrace challenges from engineers because often, those conversations uncover ways to reduce complexity or streamline the user path in ways I hadn’t anticipated.
Working with Business
Business teams are often the eyes and ears of a product manager, surfacing insights from clients (B2B) or end-users (B2C). I focus on two key principles when working with business stakeholders:
- Prioritization: With more product requests than bandwidth, I evaluate each request by asking: “Does this feature solve the core problem?” and weighing ROI vs. level of effort (LOE).
- Communication: When priorities shift, I ensure stakeholders understand the impact on timelines and outcomes.
At Quotient Technology (now Neptune Retail Solutions) for example, I balanced a six-product portfolio, delivering solutions like the first frictionless digital rebate system and personalized email marketing (PEM)—both of which improved user engagement and delivered significant ROI.
My Philosophy
In the world of product management, you own the product, but no one reports to you. Success requires creating a shared vision, fostering collaboration, and ensuring every team—design, engineering, or business—feels invested in delivering the best possible product.
Works Cited: Gonzalez de Villaumbrosia, Carlos and Anon, Josh. The Product Book: How to Become a Great Product Manager: Product School, 2017. Amazon Books 3 Jan. 2017