B2B SaaS Products in regulated domains, from business case to GA.

Identified the legacy product’s technical-debt and security risk as a business problem, not an engineering one. Drafted the rebuild proposal. Presented the business case and secured leadership budget approval.

Built it: 10+ SEC form types — Forms 3, 4 and 5, Schedules 13D and 13G, Forms 144, D, 13F-HR, 13F-NT and 13F-CTR, plus all amendments — on the EDGAR API, reusing Quinn platform infrastructure for authentication, RBAC and task management.

Studied the SEC’s published technical specifications and XML Schema Definitions for each form type, then translated them into development-ready user stories and form-level validation rules. Built to exact specification, because a filing that EDGAR rejects is a filing that failed.

Designed the phased GTM: beta with friendly customers at feature parity, then GA — with sales, marketing and customer-success enablement run ahead of launch.

Inherited a product at 7,000 filings a year and $700K revenue on a legacy stack. Grew it to 20,000+ filings and $2.5M annual revenue in 26 months, onboarding five large law firms.

Cut median time-to-file from 20 minutes to 8. Delivered the SEC regulatory upgrades the legacy stack made hard: EDGAR Next migration with Token Authorization, and HTML-to-XML modernisation of Schedules 13D and 13G and Form 13F.

Shipped Pendo in-app guidance with no development resource at all.

Sole PM on the product, working with a 10-person cross-functional team — five engineers, an ML engineer, a data analyst, UX and an architect.

Shipped both foundational features across three quarterly releases: a claims-visibility dashboard inside the existing athenaCollector workflow, and an ML model trained on 25+ years of claims data that predicted issues before submission, prioritised high-recovery claims and suggested fixes. ML-suggested resolutions cut claim-resolution time by more than 80%.

Those features enabled customers — 100+ healthcare organisations — to reduce A/R days from 106 to 3, cut outstanding A/R from $1.5M to $450K, and grow net revenue 40% year on year.

Ran dual-track agile throughout: user interviews with billing staff and hypothesis-driven experiments in discovery, BURP release planning and sprint execution in delivery.

Managed a 7-product manufacturing and PLM portfolio processing 60,000+ engineering changes a month, with a 10-person team including 3 PMs. Sunset one product on the evidence — SQL-based usage analysis showed adoption didn’t justify maintenance.

Led the global Agile PLM upgrade across 80+ manufacturing sites over two years with zero manufacturing downtime.

Piloted Scrum with my own team, then scaled it department-wide when the Director mandated it: 5 teams, 40+ people, 35% productivity improvement, three months from pilot to full rollout.