For 15+ years, I’ve helped high-growth companies solve problems that don’t fit neatly inside one function.

I’ve been an early employee at startups that became public companies and worked inside massive brands like Zillow. I’ve operated across startups and scaled businesses, B2C and B2B, marketplaces and platforms, and now at the intersection of AI, product, growth, and go-to-market.

That range taught me something:

The hardest business problems are rarely just marketing, product, or sales problems. They’re systems problems.

At Thumbtack, I built and led an 18-person Product Marketing organization, grew the team 33% year over year, built B2B and Partnerships Marketing from scratch, and established the company’s first Voice of Customer and Competitive Intelligence functions. I helped shape the company’s evolution into an AI-powered platform, connecting product strategy, customer value, positioning, brand, and GTM.

At Remitly, I built the company’s first Voice of Customer program, reducing support contacts by up to 55%, while driving 81% YoY growth in paid acquisition and 400% YoY growth in international acquisition.

At Zillow, I identified that the native app was 5× stickier than the web experience and helped shift the business toward app growth. I also managed a $16M B2B advertising portfolio while reducing CPL by 13%.

At Enova, I drove a 116% YoY increase in conversion.

But the metrics I’ve moved are only part of the story.

My real strength is seeing what’s underneath them: connecting customer insight, product, positioning, GTM, organization, and economics to understand what’s actually happening, challenge the prevailing assumption, and find the leverage point.

Then I turn that insight into strategy, operating models, organizations, customer insight systems, GTM capabilities, and growth mechanisms that people can actually execute.

That’s why I built Dewey Strategic Advisory.

I work with leaders when the business has become more complicated than the strategy, growth has stalled and nobody agrees why, or a consequential problem crosses too many functions for any one team to solve alone.

Sometimes you need to understand what’s happening.
Sometimes you need to decide what to do next.
Sometimes you need to build what makes the strategy work.

That’s the work I know how to do!