I didn’t get here by accident.

Every role taught me something new. Here is what I built.

Current: Atlas (3 years and counting)

Head of CX | Fraud Operations

I was hire number three.

When I joined Atlas, there were 15,000 users and a product I believed in. I'd spent enough time in fintechs that succeeded and fintechs that failed to know the difference — and these founders had it. So I went all in.

Today I own CX, fraud, disputes, retention, and HR. I wear every hat that touches the customer or protects the business.

But I wanted to build differently this time. No BPO. No traditional call center playbook. Instead, I built my own contractor model through Upwork — hiring globally, paying fairly, and giving the people who talk to our customers every day something most CX agents never get: real pay and real work-life balance. Then I gave them the tools to succeed (Thank you, Claude) - and got out of their way.

The result? 93% CSAT. 65% self-service resolution. And 4% voluntary attrition, in an industry where 30-40% turnover is normal.

When you take care of the people who take care of your customers, everything else follows.

Previous: Solo Global (2 years)

VP of CX | Operations

After Womply, the executive team had an idea we couldn't let go of — a fintech B2B payment platform built for the businesses we'd spent years serving. So we built it from scratch.

I wasn't running a department. I was building a company. From product decisions to risk operations to customer experience — if it touched the business, it was on my plate. We went from a whiteboard idea to several thousand businesses on the platform.

Then we learned what every small fintech eventually learns: banks can pull the rug. We got de-banked, and that was that.

But Solo taught me something no success story ever could — how to build a company scrappy. How to make decisions across every function, stretch every resource to its limit, and still ship something real. That's not a department skill. That's an operator's skill. And it's in everything I build now.

Previous: Womply (5 years)

VP of CX | Operations

I didn't come to Womply to do one job. I came to build whatever needed building.

I started as a director and ended up on the executive team. Sales development, customer success, operations, lifecycle marketing — if it touched the customer, it was mine. When I started, Womply had 35,000 users. When the dust settled, we had 3 million and a unicorn valuation - x2. Most of that growth happened in less than a year.

The growth was relentless, and it broke things constantly. I rebuilt systems over and over, built self-service deflection before ChatGPT existed, and made sure the customer side of the house never collapsed, no matter how fast we grew.

Womply is where I learned everything - product, fraud, email, marketing, CX. It's also where I wound up meeting my best friends. Fun fact, the head of product and I used to have coffee every morning to learn from each other. We still do, every morning - even though we’re both working for different companies now.

Previous: Dropbox @ MarketStar (4 years)

I'll be honest - when I first saw the job posting, I thought Dropbox was Redbox. The little red box you'd rent DVDs from. I had no idea what cloud storage was.

So I taught myself. I read Dropbox's 13-page white paper. I watched YouTube tutorials on what an open API meant. I was working alongside Silicon Valley's finest - and I had to earn every bit of credibility from scratch.

I was a founding member of the Dropbox program at MarketStar. I started leading SMB SDR teams, moved into training and quality, launched our APAC office in Australia, and eventually owned global SMB revenue - 400+ people, 17 languages, three continents.

MarketStar is where I learned how BPOs are built, how their economics work, and how delicate partner relationships really are. That knowledge is exactly why I decided never to use one when I got to Atlas.