ABOUT

Technical Account Manager at PostHog

After nearly 5 years at RudderStack, I was looking for a new challenge. I had been following PostHog for years and was intruiged by the open approach to the company and trying sales in a way that made more sense to a technical user. I applied completely cold, and here I am today, once again, helping technical users use a technical product to build cool things.

Principal Sales Engineer at RudderStack

Once again, they asked me to talk to technical buyers (I like it)

Product Manager at RudderStack

I ended up back at RudderStack when the CEO asked me to join the product team and help get SDKs under control. I eventually moved on to help build our warehouse-based identity resolution, feature building and ML prediction platform.

Head of Customer Engineering at Pocus

I got a wild hair and left for a smaller startup to once again build a team. Longer story for another day...

Sales Engineer at RudderStack

At some point the team decided I should be talking to people before they were customers. I left my CS eng team of 5 in capable hands and helped build our Sales org with a small group of AEs

CS Eng Lead at RudderStack

I was brought on as the first US engineering hire (5th US hire) to help work closely with technical customers. I built and scaled the CS eng team from myself to a team of 5 and the company experienced 0 churn during that time.

Software Engineer at MoonClerk

My first engineering role. I was a product engineer building a rails backend and react front end for over 6,000 Stripe connect accounts. I spent a lot of time learning software engineering (aside from my previous freelancing and solo building). Hours maximizing Postgres, building pub/sub systems and handling Stripe webhooks at a massive scale. We were a small team, so I often chipped in as a technical resource for our solo-support team.

Mountain Goat Cafe

After a number of years of running an indoor climbing facility out of a leased building, I learned a few things. One, people loved having a way to have fun while supporting us (by paying to climb) but for folks who do not climb, there is no reason to go to an indoor climbing gym. Two, operating out of a building you do not own will eventually limit your growth opportunities and you always have to be negotiating. I took a step back and tried to think of what would be a community space that anyone could enjoy, while supporting our work. We also wanted to own the real estate to create long-term stability and be a part of a neighborhood. I decided that a cafe and bar had something for everyone - coffee, beer/wine or non-alcoholic drinks for anyone to enjoy. A space open all day, with room to mentor and tutor kids from the neighborhood. And so our cafe came to be.

Mountain Goat Indoor Climbing

At the time, I was building an organization out of my home, and about to get married. I had spent the last 3 years working from my house - by this point that meant myself and a full time staff, 5 interns, a couple passenger vans, and all of the gear to take kids on various outdoor trips. We needed space and I was trying to figure out how to not just raise more money. We opened an indoor climbing facility that provided a home base for our team and gear, a place for our students to hang out when the weather was bad outdoors, and we opened it to the public so it would pay for itself.

Board Member at Lead Collective

While leading the organization I founded as a board member, it became obvious that higher level leadership would be valuable - not only to our own organization - but to other organizations that we worked closely with. In 2019 it made sense to re-name the organization to Lead Collective and roll one of our sister organizations in together. This allowed us to share overhead expenses and administrative staff. I remained as a board member through the merger and re-naming and we eventually launched a brand new third organization under the Lead umbrella - now totaling 3 organizations with similar missions. GOAT - provides outdoor trips and mentoring for kids from traditionally under resourced communities, Eleos - provides basketball, tutoring and mentoring for kids from a specific neighborhood in Greenville, and Reach - which became the South Carolina Department of Justice contracted agency to provide support for juvenile offenders with the primary goal of reducing recidivism.

Board Member/Founder at GOAT

After a bit of juggling a non-profit while working full time as a software engineer, I decided to leave the day to day of the non-profit in the capable hands of our staff and step into a board role where I could help steer the organization at large. This was a huge step for me personally, letting go of something I had built from scratch, but our team at the time was up for the challenge and continued to grow the organization.

Executive Director/Founder at GOAT

While working at an ad agency (you know, what I went to college to do) I began taking kids from local neighborhoods on climbing trips with me and my friends on the weekends. These were kids who had never climbed before, a lot of them had never traveled outside of Greenville even. My plan was to do it on the side, never to create a thing. But as it grew, people began to ask how they could give money and resources to make it happen more. The boys and girls club (and others) called asking how to get 30+ kids outdoors. It became apparent that this was my path. As a young, dumb 23 year old, I left my job with the intention to try this for a year and then hand it over to someone else. Ten years and seven thousand students later, I was still doing it. Whitewater rafting, rock climbing, stand up paddle boarding, backpacking almost every day. Taking kids outdoors who had never imagined such things. We eventually began to work with students year round and hire them to be guides during the summer months (bringing the whole experience full circle).