Product management, at its core, is about problem-solving. My approach is methodical: I listen to users, synthesize their concerns, and find solutions that don’t just check a box, but genuinely improve their experience. I take pride in connecting disparate ideas and perspectives, ensuring that every product decision is grounded in real user needs. One framework I return to often is Jobs to Be Done—it’s a simple but powerful way to understand what people are actually trying to accomplish, beyond surface-level feature requests.

Understanding users requires more than just analyzing data; it requires direct engagement. I develop unique personas for different user types and recognize that their needs vary based on circumstances, environment, and constraints. In healthcare, where end users are often pressed for time, I make an effort to meet them on their terms—whether that means shadowing them in their workflow or finding ways to streamline engagement. A good product should solve problems for users, not create extra steps. That’s why I’ve pushed back on premature launches, ensuring that features are user-friendly before release rather than forcing users to adapt to a subpar experience.

Data and intuition go hand in hand in my decision-making. I value Net Promoter Score for its ability to capture broad sentiment in a single metric, and I closely monitor retention—because if a product is truly great, people will keep using it. I also know that numbers don’t always tell the full story. I like the anecdote shared by Jeff Bezos about when he called Amazon Support during a business review call to demonstrate that the wait times were inaccurately reported. Qualitative accounts won’t always match the data, and that’s why I believe in going beyond dashboards and hearing firsthand what users are experiencing. Whether it’s recognizing that low adoption stems from workflow constraints rather than feature gaps, or making the tough call to sunset an obsolete product, I always strive to maximize utility. Coming from an economics background, I naturally think in terms of trade-offs and optimization—there’s always an equilibrium to be found. The challenge, and the fun, is figuring out how to get there.