Six areas where I operate at the highest level. Each one built through repetition, failure, refinement, and five years of doing it at a company that couldn't afford to get leadership hires wrong.
I've run 100+ executive searches across every function — Engineering, Product, AI/ML, Design, Security, People, Finance, Legal, and GTM — at a company that went from ~450 to ~3,000 employees and from startup to NYSE-listed. That breadth isn't accidental. It means I can context-switch between evaluating a Head of AI and a Chief People Officer without losing the thread on either.
My 93% offer acceptance rate over 5+ years isn't luck. It's built on a specific operating model: candidate relationships that begin months before a search opens, competitive intelligence that tells me where someone is in their own career arc, and compensation packages designed before the first competing offer arrives. By the time I extend an offer, I know what the candidate needs to say yes.
The 62-day average time-to-fill — against a 123-day executive search industry benchmark — reflects a process that doesn't start when the req opens. It starts when I identify the right person. The search is already half-done before it's officially launched.
I work directly with Klaviyo's CEO, co-founders, CPO, and CTO on a regular basis. Not as a vendor or a coordinator — as a thought partner. That means conversations that start with "here's what we need" evolve into "here's what you actually need and why the market will require you to think about it differently."
I own the Talent section of Klaviyo's Board decks. That means I translate executive search data — pipeline health, market intelligence, compensation benchmarking, time-to-fill trends — into board-ready insights that inform not just hiring decisions but org design and long-range people strategy.
The foundation of this partnership is earned over time through consistent candor, preparation, and follow-through. When a search isn't going well, I say so and explain why. When a hiring manager's bar is unrealistic for the market, I push back with data. That's what makes C-suite partnership real rather than performative.
When I joined Klaviyo in September 2020, executive recruiting didn't exist as a formal function. There was no playbook, no defined process, no knowledge base, and no peer. I built all of it — from the intake process through the onboarding handoff — while simultaneously running searches that couldn't wait for the infrastructure to be finished.
The Executive Hiring Playbook I authored is now the operating system for how Klaviyo runs leadership searches — covering everything from role alignment and search strategy through panel design, debrief facilitation, offer construction, and candidate close. The recruiter onboarding curriculum I created has been used to onboard multiple TA team members.
When the volume of searches grew large enough to require a peer, I ran that search too — hiring, onboarding, and mentoring the second executive recruiter. I've also helped hire and onboard the Director of TA – Americas and the Head of Talent Acquisition.
I own the complete executive offer process at Klaviyo — not as a participant, but as the architect. I design the compensation strategy, build the rationale, and deliver every C-suite and VP-level offer. Total Rewards, HRBPs, TA leadership, and FP&A (CFO's office) are approvers in a process I design, manage, and execute.
In a post-IPO SaaS environment, executive compensation is genuinely complex. RSU refresh structures, equity acceleration provisions, sign-on packages designed to bridge unvested equity at the current employer, and competing offer management against FAANG-scale compensation — these aren't boilerplate conversations. They require understanding both the candidate's full economic picture and Klaviyo's equity model well enough to construct packages that close.
The Candidate Wealth Creation Model I built in Claude is a direct product of this work — a tool that visualizes total compensation scenarios for candidates during offer conversations, showing how a Klaviyo equity package compares to their current unvested schedule over a 3-5 year horizon.
For VP Engineering, CTO, and Head of AI searches, I own the complete assessment architecture — not just scheduling. I design the panel structure, assign competencies to interviewers, develop the question sets, and calibrate the evaluation framework with the CTO and CPO before the first interview happens.
Assessment at the executive level is fundamentally different from IC hiring. You're not evaluating technical skills the same way. You're evaluating how someone thinks through ambiguity, how they build trust across a leadership team, and whether their operating style fits the stage the company is at. I've developed pattern recognition for this across 100+ searches and have learned to push back when a hiring manager's bar is set unrealistically high for what the market can actually offer.
DEI in executive recruiting isn't a checkbox — it's a sourcing discipline. At the leadership level, diverse candidate slates don't materialize passively. They require intentional pipeline strategy: knowing which communities to source from, which search firms have genuine diverse networks, and how to design an interview process that doesn't inadvertently filter out candidates who don't fit a narrow cultural mold.
I founded K-Pride, Klaviyo's LGBTQ+ Employee Resource Group, in October 2020 and chaired it for four years. The experience of building community infrastructure, navigating internal advocacy, and developing new leaders within the organization has shaped how I think about culture, belonging, and what it actually means to build a leadership team that reflects the full range of human capability.
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