Supporting an organization through leadership change

Rebuilding a working relationship

After my operational co-founder role ended, I stayed involved as a consultant and external advisor. I helped incoming leadership understand the team's capabilities and helped the team understand the new management's expectations.

Much of this work happened through direct conversations. I listened to both sides, clarified misunderstandings and made information easier to verify. I presented the team's work and remained available when disagreements needed a calmer, more concrete discussion.

Turning support into operating decisions

My responsibilities included priorities, allocating people to work through team leaders, organizing the R&D workflow and developing product strategy. I worked directly with the CEO and provided strategic and performance updates to the board.

I reviewed market compensation and developed and negotiated an annual HR resource proposal. This connected staffing and salary decisions with the work the organization needed to accomplish.

I also built individual development plans for team leads and supported developers moving into leadership. That work extended beyond my own Android background into helping other leaders develop their teams and their own judgment.

Connecting the organization to the product

Alongside the organizational work, I led subscription-pricing experiments, contributed to product strategy and supervised delivery across disciplines. This included the rollout of LLM-based parsing for travel emails.

My role was to align the work, resources and decisions. Engineers, designers, analysts and product colleagues delivered the implementation. I presented the 2024 business plan to the international board in English.