I work in the messy intersection of entertainment, engineering, and operations — the places where large organizations tend to lose clarity. I make complexity disappear for users and actionable for teams.
Real-time game streaming is a fundamentally different problem than video — bidirectional, latency-sensitive, and capacity-constrained, with no existing playbook. I led product strategy for scaling cloud gaming from first trials to global availability across four continents: platform readiness, quality, regulatory requirements, and regional launches, in partnership with engineering, finance, and global affairs.
0 → 20 markets worldwideThe controller ecosystem spans mobile input, TV integration, developer tooling, connection flows, and sensor access — a consumer experience, a platform, and a developer ecosystem all at once, across six interconnected domains with no unified owner. I own product strategy across all of them, aligning teams around a single platform direction and giving a fragmented space clean structure.
6 domains · one platform directionBefore you can improve an experience, you have to define what "good" means — precisely and measurably. I defined the global quality and player experience strategy for cloud gaming, establishing how performance is measured and how capacity, network, and platform constraints get handled consistently across devices and markets.
QoE framework · global standardOwned P&L and category strategy for a 90M+ item Xbox LIVE personalization portfolio. Launched and scaled the Avatar Marketplace microtransaction business, exceeding revenue targets by 200% — a digital identity and cosmetics economy built more than a decade before it became one of the dominant business models in games and media.
200% over revenue targetAcross Google Play, YouTube, and Netflix's media infrastructure, I led platform modernization for how content, metadata, and workflows move through global systems — from ingestion pipelines to the asset management platform enabling 70+ internal studio applications — improving reliability and scale for the teams building on top.
70+ applications enabledThe most valuable work lives where no org chart points — the domain with six stakeholders and no owner, the decision with three deadlines and no framework. I walk into those spaces, map them, and leave behind structure that outlasts me. Owning the unowned is a skill; so is knowing what to hand off.
Sustainable growth usually comes from solving foundational experience problems before optimizing the exceptional cases. It's less exciting than the ceiling work — and it's almost always where the leverage is.
Before you can improve an experience, you have to decide — precisely, measurably — what "good" means. Most orgs skip this step. I don't.
Some of the hardest customer problems live between teams, systems, devices, and organizational boundaries. Those seams — not the polished centers — are usually where product leadership matters most.
Platform investment isn't the goal. Its value comes entirely from what it enables for customers, developers, partners, and the business — and I keep that test in front of every roadmap decision.
The question I ask in every planning cycle: when infrastructure constraints require product compromises, who owns the tradeoff? If no one can answer, that's the job.