$0 to $7M ARR
Built the measurement and reporting foundation for a new D2C business inside a global baby and pet gear manufacturer, supporting launch-stage visibility, early profitability, and investment-ready decision-making.
How I Got Here
Early systems
My early fascination with the web started in the late 90s and early 2000s. I was lucky to have strong coding and web design classes in high school, and the web felt like the perfect left-brain / right-brain mix: technical, visual, interactive, and immediately usable.
In college, I was in a computer-science centered program. The deeper I got into classic software engineering, especially assembly programming, the more I realized I was drawn to the user-facing side of technology: the functional aesthetics of interfaces, how people moved through systems, and whether the experience helped them get something done.
At the same time, I was working in software support and intranet development at Santander, which gave me a practical view of how people actually use internal systems.
Web + business questions
After that, I built Cast & Crew, a boutique web and app agency, with two partners in a business incubator. We supported local businesses across many categories and served as a support arm to award-winning agencies delivering larger projects for Marriott Rewards, Sweet Street, and Rodale.
That mix gave me a view into small business needs, agency operations, and the gap between delivering digital work and knowing whether it actually solved the business problem.
That was the shift: I wanted to understand performance not as reporting after the fact, but as an operational feedback loop between what was built, how people used it, and what the business needed it to do.
Enterprise scale
At Penn National Gaming, the scale changed fast. Penn was the largest domestic casino operator and was moving through aggressive growth, acquisitions, and expanding digital expectations. Paid and organic performance were the entry point, but the real complexity sat in launches, compliance, accessibility, loyalty programs, measurement quality, and teams across dozens of properties working from shared systems.
That was where the work started moving beyond channel performance. Tracking, SEO, launches, and reporting were all connected, and the quality of the decisions depended heavily on the quality of the systems underneath them.
Global ecommerce systems
At Wonderland Nursery Goods, the complexity changed shape again. Global brands, international regions, ecommerce platforms, product catalogs, growing paid, organic, and CRM programs, plus emerging consent and legal requirements introduced new operational risk and exposed a different set of maturity gaps.
I helped move that environment toward more scalable operating infrastructure by centralizing reporting, formalizing definitions, improving governance, and connecting analytics, search, measurement, consent, and stakeholder enablement into systems teams could actually use.
The overlap
Most organizations treat UX, development, SEO, analytics, and governance as separate functions. In practice, they constantly shape each other. Tracking decisions affect reporting quality. Consent implementations affect acquisition visibility. UX changes can alter search performance, conversion behavior, and how confidently teams interpret the results. Even small platform settings can quietly reshape what teams believe is happening.
Over time, I stopped seeing those as adjacent disciplines and started seeing them as one operating pattern: commercial priorities, technical systems, governance requirements, and team ownership all shaping the same outcomes.
