I've shipped products at retail scale, founded two companies, and sat in the rooms where AI gets decided on — sometimes as the only woman in them. On a stage or a panel, that's what I bring: the specific decisions, the ones that worked, and the ones I'd make differently. Audiences of product leaders, founders, and engineers tend to leave with something they can use on Monday.
Conferences, summits, panels, internal leadership offsites, and university programs — tell me the audience, the date, and what you want them to walk away with.
The conversation founders put off until it is urgent: reading your own runway honestly, which costs to cut first, and how to keep a team and a product alive while you buy back months. See the event card →
A working session with founders and builders shipping AI products — what makes it into production, what stalls, and where the hard problems really sit.
A weekend of teams building AI products from nothing, then defending them on stage — judging the final pitches alongside investors, operators, and founders.
On the least glamorous part of the job: deciding what to kill, how to tell customers, and why a disciplined sunset buys you the room to build the next thing.
The frameworks I used to move from consulting into founding — later written up for the MIT Sloan EMBA blog.
A panel on what AI is actually doing to work and opportunity — pitched at students and early-career technologists deciding where to point themselves next. Convened by UIANE, whose programming brings the region's Indian-American community together around careers, leadership, and giving back. See the event poster →
A panel on where product leaders should draw the line as AI moves from feature to foundation — consent, explainability, and who is accountable when a model gets it wrong.
A fireside chat tracing the route from a raw idea to a shipped product — founding CloudFountain, then co-founding Everyday Life and building its insurance platform — and why diversity and inclusion belong in the engineering plan rather than beside it.
Talks and mentoring sessions on getting more women into executive and board seats, hiring for potential over pedigree, and the returnship program I built for women re-entering tech.
More engagements are being added. See published articles & press →
What AI has actually changed inside a product org, what it hasn't, and the ethical calls that land on a product leader's desk rather than a lawyer's.
Founding two companies — the first eighteen months, what to cut, and using an MBA as a deliberate exit ramp from a corporate career.
Building teams, taking up space in rooms that weren't designed for you, and the case for hiring on potential.