MISSISSIPPI
Recreational Vehicles
Online recreational vehicle and boat registration experience, part of a broader state digital ecosystem that also includes licensing.
The work
What got delivered, and how I helped make delivery happen.
Public products and internal Product systems are different kinds of evidence. Together, they show how I stay close to customers, decisions, planning and delivery.
Products I've helped deliver
(a) · Public experiencesReal customer facing digital services brought to market with government partners. These are not interfaces I claim to have designed alone. They are products I helped understand, plan and deliver with broader teams.
MICHIGAN DNR
Licenses & Permits
Licensing, permits, applications, drawing results and harvest reporting for hunters and anglers across the state.
MICHIGAN DNR
Hunt Fish Mobile App
Consumer mobile experience carrying licenses, drawing results, maps and regulations into the field.
ARKANSAS GAME & FISH COMMISSION
Licensing
Public facing hunting and fishing licensing experience, part of an ecosystem that also supports events.
OREGON DEPARTMENT OF FISH & WILDLIFE
Volunteer & Events Management
Digital experience supporting volunteer opportunities, events and classes.
Other live product experiences
(b) · THE PRODUCT SYSTEM
How I run Product
I build systems when I need better information to make a decision or solve a recurring problem. Each artifact answers a question, and each answer feeds the next decision.
- 01
Customer need
Client Hot Sheets
- 02
Prioritization
Evidence and judgment
- 03
Capacity
Capacity Planner
- 04
Readiness
Epic Progress Tracker
- 05
Roadmap
Interactive Product Roadmap
- 06
Delivery
Quarterly delivery results
- 07
Learn and adjust
Set the next commitment
The systems behind the products
(c) · EvidenceInternal record level details are selectively obscured. Structure and aggregate signals remain visible.
Product Capacity Planner
Answering one question honestly: can we actually deliver what we're committing to?
THE PROBLEM
Leadership and Product needed to know whether roadmap commitments could fit inside the delivery capacity we actually had. Before the commitments were made, not after they slipped.
WHAT I SAW
Roadmap demand lived in one place, estimates in another, team velocity in a third, and production support was absorbed silently. Every plan quietly assumed capacity nobody had measured.
WHAT I BUILT
- An Excel based capacity planning system combining roadmap demand, epics, estimates and t shirt sizing
- Team velocity, sprint availability and quarterly capacity modeling
- Production support, unplanned work, scheduled and unscheduled work accounted for as real consumption
HOW I USE IT
Before a quarter is committed, demand is loaded against measured capacity. When something new needs to come in, the model shows what has to move out.
RESULT
- Commitments grounded in measured capacity instead of optimism
- Trade offs made explicit at planning time rather than discovered at the end of a quarter
Capacity is finite. Every priority creates another nonpriority. And the honest conversation is easier when the numbers are on the table.
Internal record level details are selectively obscured. Structure and aggregate signals remain visible.
Epic Progress Tracker
A narrative said Product was behind. Rather than argue, I made the work visible.
THE PROBLEM
A narrative developed that Product was not getting requirements ready for Engineering. I did not believe it represented what was actually happening.
WHAT I SAW
Two groups were operating from different versions of reality, and neither had a shared view of the evidence. Opinion against opinion never resolves that.
WHAT I BUILT
- A tracker exposing progress across requirements, design, development and completed work
- Readiness signals, missing estimates and where work was actually sitting
- Team level and quarter level rollups anyone could look at
HOW I USE IT
Deliberately shared openly rather than kept as a private Product dashboard. The point was a common view of the facts, not a defense.
RESULT
- The conversation shifted from blame to bottlenecks
- Readiness gaps were addressed where they actually existed
When people are working from different versions of reality, make the underlying information visible and let the evidence settle it.
Client Hot Sheets
A structured read on what every customer needs, not just the loudest one.
THE PROBLEM
Multiple government customers with competing priorities, and no structured way to know what each one considered most important.
WHAT I SAW
Without structure, priority drifts toward whoever escalated most recently. That is not the same as the work that matters most.
WHAT I BUILT
- Per client sheets ranking their highest priority unscheduled tickets
- Sprint and scheduling status, notes, and client side ticket references
- A clear split of scheduled, unscheduled and completed work
HOW I USE IT
The sheets are an input, not an answer. I weigh users impacted, severity, customer and revenue impact, expense, reach across customers, complexity, available capacity and strategic value.
RESULT
- Prioritization decisions defensible to every customer, not only the one that called
- Customer demand became a consistent input to roadmap decisions
Data informs judgment. It does not replace judgment.
Internal record level details are selectively obscured. Structure and aggregate signals remain visible.
Interactive Product Roadmap
A spreadsheet answered the planning question. Stakeholders were asking different ones.
THE PROBLEM
The capacity planner answered 'can we deliver this?'. Stakeholders also wanted to know what it is, why it matters, who it affects, which customer tickets connect to it, and what it means for their particular client.
WHAT I SAW
The planning artifact was the wrong interface for those questions. People were asking me instead of exploring for themselves.
WHAT I BUILT
- An interactive roadmap, built with AI assistance, that can be explored rather than read
- Work connected to the reasoning behind it and to the customer tickets driving it
- A foundation for client specific roadmap views
HOW I USE IT
Used in strategy and customer conversations so stakeholders can follow the thread from a request to a scheduled piece of work.
RESULT
- Product strategy became explorable instead of explained one meeting at a time
- Groundwork laid for client specific roadmap experiences
I don't build technology because it's interesting. I build when the current way of working doesn't answer the question I need answered.
AI Accelerated RFP Gap Analysis
Three to four weeks of gap analysis reduced to roughly two days.
THE PROBLEM
Analyzing gaps for a major RFP took roughly 3 to 4 weeks. Sales and leadership needed product gaps, effort, cost and risk before committing to a bid.
WHAT I SAW
The analysis was slow because it was unstructured, not because it was hard. The same comparisons were being redone by hand every time.
WHAT I BUILT
- A structured process for gap identification, categorization, sizing, estimation and cost calculation
- An AI assisted comparison of opportunity requirements against existing product capabilities and requirements
HOW I USE IT
Applied to major opportunities so leadership sees gaps, effort and cost early enough for the answer to change the decision.
RESULT
- Analysis time reduced from roughly 3 to 4 weeks to about 2 days
- Bid decisions made with real gap and cost visibility rather than estimates under deadline
AI is leverage: it saves time, organizes information, finds patterns and lets me build things that would otherwise need another team. It is a tool I use, not the point.
Clients I've worked with
(d) · Career experienceBroader career experience across government and enterprise clients. This list is separate from the major S3 and PayIt implementations shown elsewhere.
GOVERNMENT
- Washington Department of Fish and Wildlife
- Oregon Department of Fish and Wildlife
- Idaho Fish and Game
- Michigan Department of Natural Resources
- Wisconsin Department of Natural Resources
- Minnesota Department of Natural Resources
- Connecticut Department of Fish and Wildlife
- Arkansas Game and Fish Commission
- Ontario
- Tennessee Wildlife Resources Agency
- Pennsylvania Fish and Boat Commission
- Louisiana Department of Wildlife and Fisheries
COMMERCIAL / ENTERPRISE
- A. O. Smith
- Lochinvar
- Assurant