// 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 building the systems that products are built on, at companies that kept acquiring each other.
I started as a designer. At NuSkin in the early 2000s, I led the team that built the company's first online ordering and payment system. In 2008 I co-founded Blueroof360, a real estate software company I ran for nine years before selling it to Brivity in 2017. Brivity got acquired by Place in 2020. Place... well, you can see how this is going. In each case I was the one responsible for merging separate products into a single platform.
At Place I was the founding chief product officer through hypergrowth, running product, design, and engineering as one organization. At Travelpass I put AI underneath a consumer travel business while shipping a new flagship on a fixed date. At Compass, in a role that started at Anywhere Real Estate, I built the shared intelligence layer beneath a portfolio assembled through decades of acquisition. Product leader at five companies. Founder of one. Three acquisitions absorbed from the inside. 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.
The work is the platform and the operating model, not the feature. Thirty PMs reaching consistent decisions without escalation is a systems problem, not a hiring problem. Build the cadence underneath and the organization scales without fragmenting again.
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 belongs underneath the portfolio, not inside one tool. The companies that will win this cycle aren't the ones with the loudest demos. They're the ones that build a shared intelligence layer every product can draw from, and ship the boring infrastructure that makes it work. I've done it twice, in two industries.
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.