Where the capabilities converge
Product ownership did not replace the operations work. It gave me a way to act on what operations had revealed. Two tracks run in parallel: a seven-year climb through SKYL Holdings, and an independent product studio where full lifecycle ownership happens on my own terms.
The climb inside an operating company
Seven years, three titles, one throughline: owning how ambiguous business needs become working software. Product Owner to Director of AI Projects to VP of Operations, with end-to-end ownership of SKYL's operational and analytics platforms.
- 2019 – 2021Operations & dataAirriva (SKYL division)
- 2021 – 2024Product Manager / OwnerSKYL Holdings
- 2024 – 2025Director, AI ProjectsSKYL Holdings
- 2025 – PresentVP of OperationsSKYL Holdings
- Current role
- VP of Operations (2025 – Present)
- Started
- 2019, at Airriva, a SKYL division
- Platforms
- React / Node.js operational, customer-facing, and analytics web apps
- Team & stakeholders
- Primary liaison between C-suite, customers, and lean 4–5 person engineering teams
VP of Operations · 2025 – Present
End-to-end ownership of the product lifecycle across SKYL's web-based operational and analytics platforms: strategy, roadmap, delivery, and sustainment. Day to day, that means translating executive priorities and ambiguous business needs into prioritized epics, features, and user stories engineering can execute, while serving as the primary liaison between C-suite leadership, business stakeholders, customers, and the engineering teams building the work.
The constant is lean teams and competing priorities. New development runs against sustainment work across 4–5 person engineering groups. Delivery predictability and stakeholder confidence come from structured governance, documentation, and lifecycle discipline, the same operating model behind my own products.
Director of AI Projects & Management · 2024 – 2025
The focus here shifted to re-architecting delivery workflows to enable parallel execution. Sprint throughput improved and cycle time dropped without expanding headcount. Standardizing the Epic → Story → Acceptance Criteria framework cut rework and made sprint outcomes predictable. This is where the discipline that later became the LEAD system first took shape.
Product Manager / Product Owner · 2021 – 2024
The first product seat. Roadmap and backlog ownership for React / Node.js operational and customer-facing web apps, plus third-party API integrations (UberEats, DoorDash) to streamline fulfillment and logistics operations. This was the transition from running operations to owning the products that run them.
The origin: Airriva · 2019 – 2021
The Airriva chapter covers this period in full. Regional operations and data analysis at a SKYL division, where operational friction became system initiatives and the bridge into product ownership was built.
Why it matters
The SKYL path is where the product discipline was built inside a real operating company, under real executive pressure, on real revenue systems. It is also the origin of the delivery model later applied to Arc Katalyst and the apparel platform.
The product studio
My own product studio, with full ownership of the product lifecycle end-to-end: strategy, architecture, delivery, and every release cut. This is where the LEAD system was designed and proved, enabling one operator to ship production-grade software.
- Role
- Founder, Product Owner & Architect
- Active
- 2024 – Present
- Domains
- Health & wellness, education, and supply chain
- How it ships
- Traditional agile ceremonies over a six-entity Claude Code agent harness, with me as the human Operator
What Bright Paths is
Bright Paths is the studio behind my own full-stack products and select client engagements. Unlike a role inside another company's org chart, every seat of the product function lives here: from the first strategy call through architecture, delivery governance, and the production release. The operating model runs exactly the way product should be run.
The delivery model
Every Bright Paths product runs on the same model: traditional agile ceremonies on top (sprint planning, refinement, retros, cards with story and acceptance criteria) and a LEAD harness underneath. Five Claude Code agent roles execute within hard file-scope boundaries, with me as the sixth seat, the human Operator and final decision-maker for product scope, acceptance, and every release cut. A three-tier action gate governs mid-sprint scope drift so expanding work still traces back to the roadmap.
That model is what makes production-grade scope possible on a lean team, and it transferred cleanly from my own product to paid client work.
The products
Two Bright Paths products are documented as full case studies:
- Arc Katalyst: a full-stack behavioral coaching platform (mobile, web, backend) taken from concept to production-ready private beta in 28 weeks on a one-operator team.
- The apparel e-commerce platform, a live supply-chain and e-commerce platform for a client, scaled from a three-state footprint into international markets with no architectural rewrite.