// About
About.
Twenty years scaling product. Twenty-eight years married. Four kids, one daughter-in-law, eight countries, and a garage where ambition routinely outpaces availability.
// The personal
Heather, four kids, Lehi, and a garage where ambition outpaces availability.
I've been married to Heather since 1998. Twenty-eight years, which gives me unusual credibility on long product cycles. Four kids, one daughter-in-law (so far), and the working theory that parenting is the longest product I'll ever ship and the only one with infinite scope creep.
We live in Lehi, Utah. When I'm not at work I'm in the car heading somewhere new or in the garage with a project. Eight countries, counting. Food usually anchors the trip.
When we're home, I'm renovating something, working on a car, or watching my kids' sports. I like work that has visible progress at the end of the day. It's a useful counterweight to product roadmaps that take eighteen months to show their answer.
// The work
Twenty years scaling product across companies that kept acquiring each other.
I started building software in 2002 at NuSkin. In 2008 I co-founded Blueroof360, a PropTech SaaS we scaled over ten years and exited to Brivity in 2017. Brivity got acquired by Place in 2020. Place... well, you can see how this is going. Product leader at five companies. Founder of one. The full work history lives on the work page.
// How I think
A few things I've arrived at over the years, mostly by being wrong first.
Scaling a product is about scaling judgment, not headcount. Thirty PMs making the same kinds of decisions you would, in your absence. That's a systems problem, not a hiring problem.
Customers reward outcomes, not feature velocity. Every team I've led has had to unlearn this at least once. Velocity feels productive. Outcomes are what get renewed.
AI is the biggest shift in software since the smartphone. The companies that will win this cycle aren't the ones with the loudest demos. They're the ones that put AI underneath every workflow customers actually use, and ship the boring infrastructure that makes it work.
The job changes shape every year. Twenty years in, I'm still finding new ways to be bad at parts of it. The good leaders I've worked with all share that. They treat the role as something they're still learning, not something they've completed.
// The numbers
- Married since
- 1998
- Kids
- 4 (+1 in-law)
- Companies
- 5
- Exits
- 1
- Countries
- 8+
- Based in
- Lehi, Utah
// Let's talk
Schedule a 15-minute intro or send an email.