Where the capabilities converge
Most of my product ownership history was built at SKYL Holdings, where I progressed from regional operations and data analysis into Product Manager / Product Owner, Director of AI Projects & Management, and VP of Operations. Bright Paths follows that work as the product studio I founded and own, with responsibility across product strategy, architecture, roadmap, delivery, and sustainment.
Product ownership inside an operating company
At SKYL, I progressed from regional operations and data analysis into product ownership and operations leadership. Across those roles, my own practice has been to translate executive priorities, customer needs, and operational friction into structured product work for engineering teams.
- 2019–2021Regional Operations Manager / Data AnalystAirriva, an operating division of SKYL
- 2021–2024Product Manager / Product OwnerSKYL Holdings
- 2024–2025Director of AI Projects & ManagementSKYL Holdings
- 2025–PresentVP of OperationsSKYL Holdings
- Current role
- VP of Operations, 2025–Present
- Started
- 2019 at Airriva, an operating division of SKYL
- Platforms
- Operational, customer-facing, and analytics web applications built with React and Node.js
- Teams and stakeholders
- Primary liaison among executive leadership, business stakeholders, customers, and engineering teams, including lean teams of four to five people
VP of Operations · 2025–Present
I own the product lifecycle across SKYL's web-based operational and analytics platforms, including strategy, roadmap, delivery, and sustainment. In my own practice, I translate executive priorities and ambiguous business needs into prioritized epics, features, user stories, acceptance criteria, and definitions of done that engineering can execute.
I also serve as a liaison among executive leadership, business stakeholders, customers, and engineering teams. New development competes with sustainment work across lean teams, so I use structured governance, documentation, and lifecycle discipline to make priorities, responsibilities, and evidence visible.
Director of AI Projects & Management · 2024–2025
I reworked delivery workflows to support parallel execution and standardized the path from epic to story to acceptance criteria. The work focused on improving throughput, reducing cycle time and rework, and making delivery status more transparent to stakeholders.
This period shaped practices I later formalized in my own operating model. That describes my practice within the work, not an organization-wide adoption of CH(Ai)SE or LEAD by SKYL.
Product Manager / Product Owner · 2021–2024
I owned roadmap and backlog execution for React and Node.js applications supporting operational and customer-facing workflows. The role included sprint planning, backlog refinement, retrospectives, release coordination, and third-party API integrations supporting fulfillment and logistics.
This was the transition from operating the business to owning the products that supported its operations.
The origin: Airriva · 2019–2021
The Airriva chapter covers this period in full. I moved from Regional Operations Manager into data analysis at a SKYL operating division, where operational friction and performance data became inputs to system and automation initiatives.
Why it matters
SKYL is where the product discipline developed inside an operating company. It connected operational context, customer needs, executive priorities, and engineering delivery in one line of accountability.
The practices I developed there later informed how I structure work on Bright Paths products. This describes the development of my own practice. It does not claim that SKYL adopted my current named roles or the full CH(Ai)SE and LEAD model.
The product studio
Bright Paths is the product studio I founded and own. It is where I develop my own products and take on selected client work across health and wellness, education, and supply-chain domains.
- Role
- Founder & Product Owner
- Active
- 2024–Present
- Domains
- Health and wellness, education, and supply chain
- Product scope
- Strategy, architecture, roadmap, delivery, release governance, and sustainment
What Bright Paths is
Bright Paths gives me direct responsibility for product strategy, architecture, roadmap, backlog, delivery governance, and sustainment. That work includes products I own as well as selected client work.
The studio follows SKYL in this career story because most of my product ownership history was built at SKYL. Bright Paths provides a separate setting in which I can apply and continue developing that practice across the full product lifecycle.
The current delivery model
For my own products, I currently use defined work, clear responsibilities, verification, and human release authority. In the current model, I hold the Operator seat and set product direction and release shape. Lead runs routine releases within that shape, while Board vets and merges work after its gates pass.
These are current role names, not labels applied backward to every stage of the work. The apparel engagement used shared practices such as defined scope, explicit responsibility, verification, and human release authority, but it did not run the full current Tier 3 pipeline.
The products
Arc Katalyst is an independent behavioral coaching product spanning mobile, web, and backend. It reached private beta in 28 weeks on a one-operator team.
Read the Arc Katalyst case study
The Apparel E-Commerce Platform is a client supply-chain and e-commerce product supporting live operations. Its case study follows the move from disconnected tools to one operational lifecycle.