I build the systems that make businesses easier to run.
I’m a Certified Project Manager and Operations & QA leader with experience supporting U.S.-based companies across healthcare, ecommerce, customer experience, real estate, and technology.
My work usually starts when things are getting messy: too many moving parts, inconsistent processes, poor visibility, recurring mistakes, or teams relying on people instead of systems to keep things running.
I step in, figure out what is actually happening, identify where the process is breaking, and build the structure around it.
Here are some of the things I’ve built and improved:
• QA frameworks and scorecards across Sales, Retention, Customer Support, and Disputes
• SOP libraries, process documentation, training materials, and workflow guides
• Performance dashboards that show teams exactly where their biggest performance gaps are
• CSAT programs across multiple customer journey checkpoints to identify where customer experience breaks down
• Reporting and KPI systems used for weekly stakeholder reviews and action planning
• Retention QA parameters that contributed to roughly 30% improvement in save performance and dollar amount retained
• Sales QA guidelines designed to reduce invalid sales and protect revenue
• Dispute tracking and operational workflows across multiple payment processors
• Cross-functional workflows connecting customer support, clinical teams, fulfillment, vendors, and leadership
• Project trackers, operational documentation, and accountability systems that keep work moving after the initial decision is made
As a Head of QA, I worked across four subdepartments and became the operational layer connecting performance data, customer experience, leadership, and execution. I didn't just audit people. I analyzed patterns, identified root causes, presented findings to stakeholders, recommended corrective actions, and followed those changes through implementation.
I also pioneered CSAT measurement across the customer journey, which became the foundation for a broader Customer Experience function. Instead of looking at one overall satisfaction score, we could identify exactly where customers were becoming dissatisfied, determine which process was responsible, and work with that department to improve it.
As a Product Operations Manager for a U.S.-based healthcare company, I managed complex workflows across clinical operations, customer support, fulfillment, vendors, subscriptions, billing, and technology platforms. I built SOPs, organized workflows, resolved operational bottlenecks, managed vendor relationships, and worked directly with leadership on product and operational initiatives.
My earlier experience in Property Management taught me a different but equally valuable side of operations: managing tenants, vendors, maintenance, inspections, schedules, records, and the dozens of small details that can quickly become expensive problems when nobody owns them.
I also bring formal Project Management certification, which complements my hands-on operations experience with structured approaches to planning, timelines, dependencies, risk, documentation, and execution.
How I work
I don't wait for someone to give me a perfect checklist.
I look at the outcome you're trying to achieve, understand how the current process works, find the gaps, and figure out what needs to happen next.
My approach is simple:
Observe → Analyze → Build → Document → Implement → Measure → Improve
If a process works, I make it repeatable.
If a process is broken, I find out why.
If the same problem keeps happening, I fix the system behind it instead of repeatedly treating the symptom.
And if I'm managing a project, I don't consider it finished when the task is marked "done." I consider it finished when the intended outcome has actually been achieved.
If you're looking for someone who can think like an operations manager, work like a project manager, analyze like a QA leader, and execute without constant supervision, that's where I can add the most value.
Verified
