The business, the product, and the customer experience – I've led all three through the scale-up, the acquisition, and the launch, and I help founders keep them aligned exactly when scale is pulling them apart. One engagement, one senior partner in the room.
Early on, one or two people hold the whole thing together – the customer, the product, and the business, aligned in a few heads. Then you raise, or scale, or get acquired, and those become separate teams with separate goals. They drift. And it shows up everywhere before a dashboard ever catches it.
The gap isn't inside any one team. It's in the space between them – exactly where the experience you were loved for slips away.
Where the roadmap has outgrown the founders' operating instinct and needs someone who's run the real thing.
Whose product and on-the-ground reality have quietly separated, and need one owner to pull them back together.
Who need operator credibility with hotels and hosts that they don't have in-house yet.
Took a founder-led editorial company to a product-led business as Chief Experience Officer.
Carried a founder-led company through its acquisition and integration into a Fortune 500.
Directed a full iOS and Android relaunch to +150% monthly downloads, with a new go-to-market.
Unified content, reservations, and benefits into one hub, with identity built from zero underneath.
Held executive continuity through a leadership change, keeping delivery on track.
The founder, CEO, or the person who owns product and customer experience. The inflection points are where I'm sharpest – though the work holds just as well in the steady climb between them.
You get one person who speaks the language of the business, the customer, and the product – so they stop talking past each other. A senior partner in the room from month one: concrete work up front, then an ongoing partnership priced on judgment, not hours. Some months that's judgment in your ear; some months it's hands-on, fixing real things in the org. Same rate either way, for as long as it's working.
I embed and read where the business, the product, and the customer experience have pulled apart.
Same rate, month to month. No renewal, no re-sell, no new statement of work – just the partnership deepening as I operate alongside your team.
Vision, org design, working models, OKRs, and the cadences that make decisions move instead of stall – built through a founder-led company’s integration into a Fortune 500.
I've owned a ~$25M budget across headcount, tools, technology, and travel, and led a 100-plus-person org. Priorities from someone who knows what the numbers cost to hit, not just what they should be.
A full iOS and Android relaunch that drove monthly downloads +150% and sign-ups +30% – without letting the bar drop as it scaled. Launches that move the business, not just the backlog.
I unified content, reviews, reservations, and benefits into one platform – with authenticated identity built from zero to nearly a million accounts – inside a 60M-customer ecosystem.
Design judgment and customer priority woven through every call – from twenty years in businesses where the experience is the product.
Most executives are strong at one of the business, the product, and design, and can only speak to the others. I've led all three – and I start with the business: strategy, org design, working models, clear priorities, the budget that funds them, and the communication that moves people.
As Chief Experience Officer I built the operating model, OKR system, and review cadence that carried a founder-led company through its acquisition and integration into a Fortune 500. I've owned a ~$25M budget and grown from a team of two to a 100-plus-person org across five continents.
Product is delivery – shipped roadmaps, tech tradeoffs, AI-enabled bets, and scale. I made the call to treat mobile as the platform rather than a companion, and built authenticated identity from zero to nearly a million accounts – a company people read became one they log into.
Design is the judgment underneath both – knowing what "good" looks like, and building holistically so the solution preserves the experience instead of sacrificing it to ship. Twenty years in guest-first companies makes protecting it instinct, not a competency I bolted on.
You're not paying for a framework. You're paying for someone who's run the business, shipped the product, and kept the customer – and helps you hold all three together when it counts.
The full record – twenty years across the business, the customer, and the product, on five continents → More about Megan
Thirty minutes – no pitch, no deck. I want to understand your world and see whether I'm the right person for it. If we're a fit, we start.
Book an intro call →
