A VENTURE DESIGNER THAT DEEPLY UNDERSTANDS THE POWER OF CREATING UNFORGETABLE PRODUCT EXPERIENCES
A VENTURE DESIGNER THAT DEEPLY UNDERSTANDS THE POWER OF CREATING UNFORGETABLE PRODUCT EXPERIENCES
A VENTURE DESIGNER THAT DEEPLY UNDERSTANDS THE POWER OF CREATING UNFORGETABLE PRODUCT EXPERIENCES
oliver
oliver
oliver
I've worked across product, marketing, and strategy/operations over the course of various passion projects.
My most recent work is on Sonder, as a co-founder whose focus was on leading product development. Ironically, in order to build a tool to replace the need for SQL literacy on marketing teams, I first needed to have some SQL literacy.
I've worked across product, marketing, and strategy/operations over the course of various passion projects.
My most recent work is on Sonder, as a co-founder whose focus was on leading product development. Ironically, in order to build a tool to replace the need for SQL literacy on marketing teams, I first needed to have some SQL literacy.
proudest
proudest
OF
OF
OF
WORK I'M
WORK I'M
WORK I'M
Studio Gelato
Studio Gelato
Studio Gelato
Override
Override
Override
Orchard
Orchard
Orchard
Sonder
Sonder
Sonder
Grandkids on-demand
Orchard
I’M
I’M
I’M
WHEN…
WHEN…
WHEN…
I have good music to listen to, some space to explore, and a view of the sunset
I have good music to listen to, some space to explore, and a view of the sunset
happiest
happiest
passionate
passionate
WHAT I’M
WHAT I’M
WHAT I’M
ABOUT
ABOUT
ABOUT
NEXT
NEXT
NEXT
While building Sonder, I began to experience the chaotic web that connects teams to one another and to their data. Almost every team, regardless of function, company, or stage, consistently mentioned a lack of internal structure and automation at some point during our discovery interviews.
The economics make sense: the more you scale a problem, the larger the problem becomes. But what can teams do?
While building Sonder, I began to experience the chaotic web that connects teams to one another and to their data. Almost every team, regardless of function, company, or stage, consistently mentioned a lack of internal structure and automation at some point during discovery interviews.
The economics make sense: the more you scale a problem, the larger the problem becomes. But what can teams do to
I have an innate obsession to detail and intentionally hone in on nuanced experiences when identifying compelling opportunities; understanding people and crafting solutions that not only address their challenges but do so with purpose.
I have an innate obsession to detail and intentionally hone in on nuanced experiences when identifying compelling opportunities; understanding people and crafting solutions that not only address their challenges but do so with purpose.