I build products and strategy that make sustainability commercially real.

The challenge

States are passing EPR laws, and recycling infrastructure differs enormously from city to city. Oatly needed to know how both would affect the recyclability of its packaging, and what to do about it.

What I did

• Researched the EPR programs in every state that has passed a law, and the recycling infrastructure in those states.
• Interviewed 10+ experts at material recovery facilities (Los Angeles, Chicago, New York, Florida, Texas) and end-market processors such as fiber processors, to learn how infrastructure decisions get made, where recyclability falls off in the value chain, and what pain points operators face.
• Visited a material recovery facility in Chicago to see firsthand how one operates.
• Built a recycling scorecard covering all 50 states and D.C., combining data from the Carton Council, The Recycling Partnership, and Circular Action Alliance, cross-checked against other databases.
• Mapped California, which has the strictest EPR law and the most complex infrastructure, with a Sankey diagram and full value chain analysis.
• Studied the five pathways to packaging source reduction through case studies and analogs, to find the best fit for Oatly.
• Met with the client every two weeks to share insights and status, run like a consulting engagement.

The result

I delivered a final recommendation to Oatly with 12 packaging strategy ideas and supporting case studies, backed by the EPR policy research, the 50-state infrastructure view, and the expert interviews. It gives the team a clear basis for getting ahead of emerging EPR requirements.

The question

Do fans care about getting recognized for their fandom? That was the bet Herd rests on, and I wanted evidence before investing in the build.

What I did

• Interviewed 25 people about how they use social apps today, to find the gaps.
• Tested and validated 4 critical hypotheses about what would make a music-focused social product worth using.
• Ran a Bad Bunny listening competition during the Super Bowl with 71 students to test the core hypothesis: superfans want to be recognized for their fandom.

What I learned

The hypothesis held: superfans do care about being rewarded and recognized for their fandom. That result, plus the other three validated hypotheses, gives a real evidence base for what the product should be.

Where it stands

This was a hypothesis-testing exercise, not a launch. Herd hasn't shipped yet. What it produced was a validated, evidence-backed direction for what to build next.

Why it belongs in the portfolio: it shows how I approach an ambiguous 0-to-1 idea — cheap, fast tests to find out if an assumption is true before committing time and resources to build it.

The products

What I did

I owned each product from start to end: understanding the customer need, defining what to build, working with engineering through delivery, and launching it to customers. I led a cross-functional team of 15+ engineers, designers, and marketers across these four products.

The impact

Customer Journey Analytics was adopted by 35% of customers. Monetate Analytics Cloud drove an additional $100K in ARR per client. The Experience API and Triggers opened new integration and automation capabilities for customers, without a specific revenue metric tracked.

Why it belongs in the portfolio: it is the clearest evidence of shipping range — analytics, infrastructure, an API, and a customer-facing tool, all at one company.

By the numbers

What I did

I set the calendar, managed a 40-person team, and worked with speakers, faculty, and other clubs to deliver 21 events in one year.

Why it belongs in the portfolio: it shows I can run a team, keep a program on schedule, and build partnerships — the day-to-day work of chief of staff and business operations roles.