Customer Experience Leader · San Francisco Bay Area
Building the teams, systems, and strategies that turn customers into advocates and revenue into growth.
Building and scaling distributed CS organizations: CSMs, Account Managers, L&D, and Support, aligned across Product, Sales, and Executive leadership.
Bridging buyer outcomes and drivers with technical complexities by leading high-profile solution consulting engagements, scopings, and coaching teams translating challenges into compelling solution narratives.
Contributing to Go-to-Market strategy across value proposition, customer segmentation, and growth metrics, while owning the full customer lifecycle from pre-sales through renewal with playbooks that consistently exceed ARR and retention targets.
Building AI-powered service delivery frameworks and toolsets that create new revenue opportunities, while driving internal workflow efficiency through AI-supported operations, enabling teams to move faster, reduce manual overhead, and focus on high-value strategic work.
Decision Lens powers decision-making for Federal, State & Local Government agencies, giving leaders the data and frameworks to justify, defend, and optimize high-stakes financial planning & analysis that covers multi-billion dollar budget decision making.
Over 10 years and five progressive roles, I owned the SLED vertical end-to-end, building and leading the customer organization responsible for ensuring State, Local, and Education government agencies realized measurable value from the platform. My scope extended well beyond post-sale: partnering with Sales, Product, and Executive leadership on Go-to-Market strategy including value proposition development, customer segmentation, and growth metrics, while overseeing pre-sales solution scoping, Solutions Consulting, and coaching the team on translating complex FP&A and budget challenges into compelling platform narratives. From onboarding the company's largest state-level deployment to pioneering an AI-enabled service delivery framework, my work translated platform capability into outcomes: driving 90%+ renewal rates, exceeding ARR targets, and scaling a team that became the connective tissue between what government customers needed and what the product became.
John Muir Health stands at the forefront of regional healthcare. Two hospitals, 90 practice sites, and over 1,000 physicians delivering nationally recognized outcomes across clinical excellence, patient safety, and comprehensive community care.
Served as a core internal team member on the Workday HCM implementation, partnering with the implementation consultancy on Core HCM configuration, employee onboarding workflows, and end user training across the health system. Beyond the Workday engagement, I managed a portfolio of cross-functional technology initiatives as part of the IT PMO, reducing health system expenditures by over $1M annually through on-demand interpreter services, growing revenue by $1.6M through Meaningful Use EMR enhancements, and redesigning PMO project management processes at the direction of executive leadership to create the consistent operational framework the organization had lacked.
With more than 135 years of industry leadership, Swinerton combines national scale and deep local expertise to deliver complex, high-impact construction projects that shape skylines and strengthen communities across the United States. A 100% employee-owned firm built on innovation, safety, and sustainable practice.
As IT Project Manager, I led cross-functional technology initiatives across headquarters and national branch offices for this $5B firm. I established foundational PMO processes, methodologies, and project artifacts from the ground up, improving governance and delivery consistency enterprise-wide. Managed vendor RFPs, contracts, and delivery oversight across Business Development, HR, Finance, and IT.
Maintained as Director of CS for SLED customers
Surpassed ARR goals through professional services expansion
Lifetime value managed for a single strategic enterprise account
Continuously progressive roles from Manager to Director
Customer success lives at the intersection of technology and advocacy. The decade that built that belief started earlier, in IT project management, where no rollout succeeded on technical merit alone.
It's a company strategy, not a department. My approach centers on building systems that scale: automating the repetitive, empowering teams to focus on the human work that actually moves the needle.
I've spent a decade and a half at the intersection of technology, people, and revenue, translating customer reality into product direction, and product capability into outcomes that renew and expand.
The best CS organizations feel inevitable to their customers. That's what I build.