Principal Product Manager | Director of Data and AI

I own product strategy, architecture, and delivery for M3's data and AI platform and its AI products. I launched an LLM-backed Chart of Accounts Mapper, piloted with approximately 10 customers and rolled out to all customers in August 2026. The product serves 80 customers across 200 properties and reduces a mapping process from weeks or months with roughly five support people to several days or about one week.

I designed the product's human-in-the-loop workflow with confidence scores, approval gates, and feedback-loop learning. Built on Claude Opus 5.5 in Databricks, it uses a shared AI/API serving two products and is evaluated on accuracy, confidence, and top-k accuracy. I also built an MCP-based application that connects Claude to accounting data through REST APIs, Databricks Apps, and OAuth.

I established M3's agentic development workflow and built engineering tools including automated Azure DevOps code review, a backlog-generator skill, and a coding-test application. I diagnosed code-review failures on large pull requests by tracing logs to token limits, then raised limits and chunked large pull requests.

I selected Databricks as M3's enterprise data platform after evaluating Databricks and Snowflake, delivered its first production use case within approximately six months, and designed its Unity Catalog governance model. I also created the SDLC and automated build and deployment pipelines, improved Insight releases from monthly to weekly, reduced bugs by 30%, and manage AI/ML capabilities through AI Gateway, Model Serving, MLflow, usage tracking, Lakebase, and an isolation-forest anomaly engine.

I owned end-to-end strategy for hospitality business intelligence and financial-workflow products. I diagnosed a legacy BI product with more than 200 reports, determined that only four were actively used, and built the case to sunset and rebuild it as Insight.

I launched Insight within 11 months, reduced implementation time from three to six months to three days, and expanded property coverage by approximately 35% over the legacy product. The product reached approximately $5M ARR at about $3K ARR per property, achieved its first profitable month within the first year, and recouped ROI in roughly three years.

I partnered with executives on pricing, ROI, sales, go-to-market strategy, legacy-product sunset planning, and customer migration. I ran a customer beta program to shape product features, training, and onboarding, and made Labor Management data operational through dashboards for hotel general managers and property managers.

I also owned a budgeting and forecasting product with approximately $2M ARR across around 3,000 properties. I stopped a pre-launch release after finding a rooms-available KPI calculation error that had passed QA, ensuring the corrected official launch shipped on time.

I owned development priorities for Flight, Car, Hotel, and Integration products within enterprise travel-management software. I refocused the product on stability and user experience using support data and customer conversations, increasing conversions by more than 10% year over year.

I led integrations with customer CRM and back-office accounting systems using XML web services and REST APIs. I also directed a vendor integration of Canadian airline APIs for AAA club customers, increasing bookings by approximately 5%.

I developed the product roadmap through win/loss analysis, Google Analytics user-behavior research, sales analysis, and voice-of-customer sessions.

I owned requirements and user interface design for railcar-repair workflow software. I launched a data-driven repair estimate and invoice product that enabled customers to audit repair estimates and invoices and manage disputes.

I managed requirements, backlog, UI design, and web-service integrations with AS400 and Siebel systems. The product captured approximately 25% to 30% of the North American market and reached profitability.

I also managed priorities and releases for the ExpressYard CRB and MMS SaaS systems and supported Norfolk Southern's implementation as ExpressYard CRB's second Class I railroad.

I led implementation and integration projects for U.S. and international clients. I coordinated delivery across customer and internal teams to support successful system adoption.

I identified a new revenue opportunity to process customer data during implementation. This created an additional revenue stream worth approximately $2,000 per implementation.

I served as Product Owner for the re-platforming of the legacy Exchange product. I owned the backlog, roadmap, UI design, user feedback process, and customer-transition planning.

I worked across stakeholders to translate customer needs into product requirements and guide the transition from the legacy product to the new platform.