Technical Project Manager.
$1.5M+ revenue impact enabled · coordinated across 13 markets · 85+ experiments delivered.
I run delivery systems — not just ceremonies. At LawDepot, I coordinate cross-functional execution across Engineering, Product, UX, Marketing, Legal, and QA to ship multi-market releases and experiments with fewer surprises. My value shows up in the specifics: scope frozen before sprint start, dependencies mapped before they become blockers, and release gates that catch problems before they reach production — not after.
Best fit: Technical Project Manager · Technical Program Manager · Scrum Master — multi-market SaaS releases, experimentation pipelines, and revenue-critical delivery.
Profile snapshot
LawDepot Inc.
Technical Project Management
85+ experiments · 35% rework ↓
University of Alberta
Product Development Manager
AI delivery · 3-university coalition
OBS Technologies
Product Delivery Lead
$35K+/month · 8 client projects
Credentials
Education
University of Alberta
GPA 3.7
Double Major — Mathematics & Computer Science
Impact
Delivery that shows up in the numbers.
Annualized revenue impact
Enabled through delivery coordination of LawDepot's monetization, checkout, and experimentation portfolio across 13 markets.
Rework reduction
Acceptance criteria standardization and scope-freeze checkpoints before sprint start — across Engineering, QA, and stakeholders.
Recurring issues removed
Release gate standardization reduced recurring environment warnings 30% — saving ~40 hours per quarter across teams.
Countries supported
Multi-market release and rollout coordination across LawDepot's US, CA, AU, GB, and 9 additional market platform.
Differentiator
How I reduce delivery risk.
Most delivery delays come from scope ambiguity, hidden dependencies, and late risk discovery. My engineering foundation lets me spot those issues earlier — before they hit sprint commitments or release windows.
01
Acceptance criteria that prevent rework
Shared definition of done locked before sprint start — across Engineering, QA, and stakeholders. At LawDepot, this practice drove a 35% reduction in rework loops across monetization and compliance delivery.
02
Dependency mapping before sprint start
Cross-team conflicts and sequencing risks identified at planning — not during release freeze. This is what kept 85+ experiments and multi-market releases on track without emergency re-sequencing mid-sprint.
03
Release readiness gates for experiments
Sequencing criteria, monitoring checkpoints, and rollback path documented before each rollout. At LawDepot: zero compliance rollbacks and zero revenue-impacting incidents across 85+ coordinated experiments.
04
Technical fluency that speeds decisions
I can read the technical context of a PR, identify scope drift in a ticket, and distinguish a technical blocker from an estimation problem — without an engineer needing to translate. This is what makes cross-functional alignment faster.
Projects
Six projects. Real constraints. Measurable outcomes.
Cross-functional delivery across Engineering, UX, Product, Marketing, Legal, and QA — often across multiple markets and competing timelines.
4
Sprints saved
100+ products remediated — delivered ahead of estimate
Delivered in 3 sprints vs original 7-sprint estimate.
Coordinated compliance remediation across 100+ products. Standardized acceptance criteria and sequenced by risk to ship faster with stable releases.
85+
Experiments coordinated
85+ A/B experiments coordinated — zero production incidents
Owned end-to-end delivery coordination for 85+ A/B experiments — intake, sequencing, monitoring, and rollout on revenue-critical flows.
~$1.5M+
Annualized revenue impact
Monetization & checkout delivery enabling ~$1.5M+ impact
Delivery coordination across Engineering, UX, Legal, Marketing, and QA — release sequencing and quality that enabled ~$1.5M+ in annualized monetization impact.
3
Universities coordinated
Cross-institution AI delivery — 3 universities, one shared backlog
Delivered a chatbot initiative across a 3-university research coalition with shared backlog, aligned definition of done, and structured release planning.
8+
Concurrent projects
8+ concurrent deliveries without missed deadlines
Managed scope, sequencing, and stakeholder expectations across multiple client workstreams with predictable delivery.
$35K+/month
Portfolio impact
Client delivery governance across 8+ engagements
Delivery sequencing and measurement systems across 8+ concurrent client engagements — enabling $35K+/month in coordinated digital revenue impact.
Experience
The delivery record.
Timeline
Technical Project Management (Monetization & Delivery)
LawDepot Inc.
Mar 2025 – Present · Full-time
- Drive technical project management and cross-functional delivery coordination for LawDepot's monetization, checkout, and experimentation portfolio across 13 countries — enabled ~$1.5M+ annualized revenue impact through delivery coordination.
- Established 35% rework reduction via acceptance criteria standardization and scope-freeze checkpoints before sprint implementation begins.
- Manage multi-quarter roadmaps and dependency tracking across Engineering, UX, Legal, Marketing, and QA with consistent release quality across US, CA, AU, and GB.
Technical Delivery (Rollouts & Experimentation)
LawDepot Inc.
Jan 2021 – Feb 2025 · Full-time
- Coordinated 85+ A/B experiments end-to-end — intake, market sequencing, variant monitoring, and winning-variant deployment — with no significant production incidents.
- Resolved 50+ recurring environment issues by tightening release gates, standardizing setup documentation, and fixing recurring configuration pitfalls — reducing recurring warnings by 30% and saving ~40 hours per quarter.
- Governed full experiment and rollout lifecycle across 4+ markets, ensuring release stability on revenue-critical conversion flows.
Product Development Manager
University of Alberta
Dec 2019 – Jan 2024 · Contract · part-time alongside full-time role
- Led end-to-end delivery of an AI chatbot for neurodevelopmental disabilities across a 3-university research coalition — concept through launch.
- Ran Agile ceremonies, wrote user stories and acceptance criteria, and managed the backlog across three institutional stakeholder groups with competing priorities.
- Mid-review deliverables contributed to securing additional institutional funding; delivery model adopted as a reusable template for future coalition projects.
Product Delivery Lead
OBS Technologies
Aug 2019 – Dec 2023 · Part-time · concurrent
- Managed 8+ concurrent client web projects without missed deadlines — prioritization, scope management, and communication across clients with independent timelines.
- Enabled $35K+/month in incremental client revenue through delivery coordination of SEO, conversion optimization, and digital channel improvements — with measurement systems established from day one.
- Applied structured Agile frameworks across client engagements; served as primary liaison between clients and technical teams.
Based in
Edmonton, AB
Canada
Career impact
~$1.5M+
Annualized revenue impact
Monetization delivery · LawDepot
35%
Rework reduction
Acceptance criteria + early alignment
85+
Experiments coordinated
4+ markets · multi-team
13
Markets supported
Multi-market releases & rollouts
Credentials
Certified. Then some.
No participation certificates here — every one was earned by examination.
PMP
Project Management Professional
PMI
PSM II
Professional Scrum Master II
Scrum.org
PAL
Professional Agile Leadership
Scrum.org
PSPO II
Professional Scrum Product Owner II
Scrum.org
PSPO I
Professional Scrum Product Owner I
Scrum.org
AIGP
AI Governance Professional
IAPP · Target 2026
Why AIGP matters
The PM role is changing. I'm getting ahead of it.
Every team I've worked on in the last two years has started shipping AI-assisted features — and the hard part isn't the model, it's the governance gap nobody planned for. Who signs off on model risk? Where does the compliance review sit in the sprint? What's the rollback plan when a prompt-driven flow behaves unexpectedly? The AIGP gives me the framework to answer those questions before they become blockers — and to help teams treat responsible AI deployment as a delivery criterion, not an afterthought.
2026
Target completion
About
A PM who understands code—
and what it means for delivery.
5 years
SaaS delivery
LawDepot · multi-market
13
Markets coordinated
US · CA · AU · GB + 9 more
BSc
CS + Mathematics
University of Alberta · GPA 3.7
Five years coordinating multi-market SaaS delivery at LawDepot — monetization, compliance, and experimentation across teams that don't share timelines and markets that don't share requirements. My background is technical: BSc Computer Science & Mathematics from the University of Alberta. That foundation is what lets me reduce delivery risk — I surface scope ambiguity early, read the technical context, and catch problems before they reach sprint commitments or production.
My certifications reflect how I approach work: PMP for structured delivery discipline, PSM II and PSPO II for Agile and product fluency, PAL for leadership and org-level coaching. I hold both PM and PO credentials because in cross-functional SaaS delivery, the handoff between strategy and execution is usually where projects break down. Understanding both sides is the whole point. Each certification required passing an exam — no certificate of attendance.
Most Technical Project Managers and Scrum Masters can read a Gantt chart. Fewer can tell the difference between a sprint slipping due to scope ambiguity versus a genuine technical blocker — that distinction determines whether you re-scope or unblock. My engineering background means I can read a PR, spot drift in a ticket, and hold an informed conversation with a developer without slowing them down. At LawDepot, this is what allowed me to coordinate 85+ A/B experiments and multi-market releases across 13 countries without a production incident.
I'm also pursuing the AIGP (AI Governance Professional) — not as a pivot, but because AI-enabled tooling is changing how delivery teams operate. A Technical Project Manager or Technical Program Manager who understands model risk, prompt-workflow governance, and data compliance requirements is increasingly more useful than one who doesn't. Delivery and governance are converging; this is the next capability gap I'm closing.
I do my best work in product-led SaaS environments where technical ambiguity is high, timelines are real, and Agile delivery actually matters. If you're building something where shipping reliably across multiple markets, managing experimentation at scale, or reducing compliance and release risk is genuinely hard — and genuinely important — I'd like to talk.
Get in touch
Want predictable delivery
on complex work?
If you're hiring a Technical Project Manager or Technical Program Manager for multi-market releases, experimentation pipelines, or revenue-critical delivery — let's talk.