Q: What drives your approach to innovation?

“Innovation has to be grounded in reality.” It’s easy to build flashy tech, but unless it solves a real operational challenge, it doesn’t move the industry forward. I always begin by listening—what’s slowing lenders down, where are the risks, and where can we simplify? That’s how we develop or enhance each product in the Genius suite: with a focus on delivering meaningful outcomes.

A great example is IncomeGenius. We consistently heard from clients struggling to calculate income for self-employed borrowers—a process full of complexity and inconsistency. That insight led directly to the development of a solution that’s now trusted by some of the largest retail and correspondent lenders in the country. Listening isn’t just step one—it’s the foundation of meaningful innovation.

Q: You lead product management for Indecomm’s Genius suite. What sets it apart from other SaaS products?

“The Genius suite was designed to meet lenders where they are—with automation that’s smart, intuitive, and grounded in real-world workflows.” We don’t automate for the sake of it—we solve for underwriting, auditing, and decisioning with solutions that are truly usable. You don’t always need more features—you need the right ones, built by people who’ve lived the process. Our tools are intuitive because they’re built by people who understand the process from the inside out. I can’t tell you how many times DecisionGenius users have thanked our team for building a system that works with their process… tweaks it for the better rather than completely overhauls it.

Q: Indecomm promotes a ‘glass box’ approach to automation. What does that mean for your clients?

To quote Stephen Covey, it’s important to begin with the end in mind. Not all founders and CEOs have the same strengths. Oftentimes, they have a strong vision, and they’re looking to hire their first product executive to help turn that into reality. Other CEOs are the opposite — they need a visionary to come in and disrupt and change. They’re more like operators.

I’ve worked with many types of CEOs. The ones who I personally build strong relationships with are the ones who need strategy and execution expertise. I model myself as someone who can adopt a vision and then make that come true. Founders are great because they honestly believe that they’re going to change the world with their big vision. Matching up with someone who has a passion and a vision that I share and then being able to turn that into reality is the great beginning step. It makes some of the anti-patterns that you read about less likely to happen.

Q: There’s a lot of hype around AI and automation. What’s one common misconception?

“Using AI doesn’t always mean better outcomes.”
AI must be applied with context. If you don’t understand the operational reality behind the process, you’re just shifting work around—not solving it.

Q: How has your background in mortgage operations shaped your leadership style?

“It’s been everything.”
My background in processing, underwriting, and operations has shaped not just how I think, but how I lead. It allows me to identify challenges before we ever begin design and helps me lead with empathy for our users. They don’t need more systems—they need smarter ones that make their jobs easier, faster, and less error-prone.

Because I’ve sat in the same seat as our users, I can clearly distinguish between wasteful workflow and winning workflow. That perspective allows me to walk the fine line between innovation and over-engineering. I know when something will genuinely improve the process—and when we’re asking too much from a frontline team.

Our product discussions are rooted in real mortgage expertise, and that makes our teams sharper and our development cycles more focused. I’m incredibly proud of that. I can’t tell you how many times a team member’s operational insight has sparked a major breakthrough. That deep bench of experience is what gives us—and our clients—a competitive edge

Q: What’s your advice to mortgage leaders evaluating new technology?

“Look beyond the features—ask if it will actually make your team’s day better.”

Can it simplify workflows? Will they adopt it easily? Can you measure its success fast? The best tools don’t just check boxes—they solve real problems.

Q: What excites you most about the future of mortgage automation?

“Responsible AI has so much potential and Indecomm is the company to do.
AI is going to open the door to faster, simpler lending for everyone involved. But to do it right, we have to stay focused on what matters—real lender pain points, not just shiny objects.

Q: How have your values—and being a parent—influenced your leadership?

“Raising kids taught me patience, listening, and knowing when to let go. All of that applies to product leadership.”
Not every idea needs to be forced into a roadmap. Sometimes, the best move is to pause, watch, and create space for the right solution to emerge. I lead with empathy and curiosity, and I encourage my teams to do the same.

Q: What’s some things people might not know about you?

“I’m a huge football fan—go Vols!”
If it’s football season, there’s a good chance I’m watching the game with my family. I also love reading…especially Taylor Jenkins Reid. I’ve read all of her books.

Q: One final thought for aspiring product leaders?

“Stay close to your users. No trend or tech will teach you more than they will.”
That’s where the best ideas—and the best products—always come from.