Product & Program Manager. Operations Leader.

I graduated from Florida State University with a sociology degree and no roadmap. Recruiting was the entry point, placing physicians at Barton Associates, then consulting for I Have A Voice, a startup that folded before it ever got off the ground. My first layoff, and not my last. I moved to Amedisys in healthcare. High-volume, high-stress, small-town Florida life that taught me how to build processes under pressure but wasn't sustainable long-term.

Then came Vrbo, where I worked through ApartmentJet and was part of the post-acquisition consolidation efforts, learning firsthand how large organizations navigate M&A. And Indeed, where my offer was rescinded before I started, re-offered four months later, and then I was laid off after eleven months. By the time this chapter closed, I'd been through more restarts than most people see in a full career. I didn't plan to build this kind of range, but disruption is a teacher, and I was paying attention.

I'd hit a ceiling in recruiting. I could see the work I wanted to do (strategy, operations, product thinking) but I had no proof I could do it. So I went back for my MBA at the University of Maryland Global Campus, finishing in 2022 while working full-time. At Google, I was recruiting Product Managers in Corporate Engineering, and something clicked: I fell in love with what the candidates were doing. I proposed and tested an onboarding program that cut ramp time from 16 weeks down to 6, and it was adopted nationally. I hit 133% of my hiring targets. Then the 2023 layoffs came, and I was out.

Instead of waiting for someone to give me a product manager role, I built one. Virtual Campaignr was a SaaS platform for political campaigns. I designed the product, managed vendors, ran operations, and delivered a 66% campaign win rate. I made the hard decision to close the company when the business model became unsustainable. Starting something from nothing taught me more about product, leadership, and decision-making than any role ever could.

At For Soccer, everything came together. As Director of Company Operations, I owned enterprise-wide responsibility across HR, Finance, Sales, Creative, Data & Insights, and Account Management. I reduced general and administrative spend by 47% year-over-year, audited 70+ tools and eliminated 15 redundant platforms, built the foundation for a centralized business intelligence platform, and led mergers and acquisitions readiness efforts with C-suite reporting. It was the first role where every chapter of my career (the people instincts, the process discipline, the product thinking, the founder grit) all showed up at once.

Then I was laid off again. But here's the thing about five layoffs: at some point, you stop seeing them as failures and start seeing them as proof that you can rebuild from anywhere. I bring recruiting depth, operational systems thinking, product and founder experience, and enterprise leadership. I'm not defined by any single title. I'm a builder, an operator, and someone who figures it out.