The Role
At Robinhood, I served as the product manager for the Marketing Technology team, 10 engineers building and maintaining a stack of internal tools and third-party platforms. There was no dedicated PM headcount for the function, so the roadmap, the prioritization calls, and the job of translating engineering capability into business impact fell to me.
That meant writing the roadmap myself, deciding which internal tools got built, which third-party platforms got integrated, and which trade-offs were worth making when marketing's asks outpaced engineering's capacity.
Flagship Build · Launchpad, 2025
The clearest example of what owning that roadmap meant in practice: Launchpad, the self-serve marketing automation platform used by the entire Growth Marketing team.
The case for rebuilding it came from marketers repeatedly flagging, in retros and 1:1s, that building a single campaign was slow and painful, not a top-down mandate.
Problem
Building and deploying a single campaign took upward of two hours, spread across eight disconnected tools with no built-in validation along the way, far too slow for the velocity the team was trying to hit.
Answer
Led a comprehensive redesign of the platform, consolidating all eight tools into a single unified experience with automation and validation built into every step, making campaign builds faster and safer at the same time.
End-to-end ownership
Defined requirements, evaluated design and architecture trade-offs with engineering, and stayed hands-on through QA and launch. 4–5 months from kickoff to a usable v1, fast for a project consolidating eight tools into one.
Validation that actually caught things
Built-in checks caught broken configs before they shipped: malformed links, broken personalization tokens, wrong send times and timezones, the class of error that used to only surface after a campaign was already live.
Opt-in adoption
Rather than mandate a cutover, I made Launchpad available and let the speed and quality advantage do the selling. The majority of the team had migrated within a quarter.
What Shipping The Roadmap Actually Did
Revenue growth
Directed testing and optimization of email/push send frequency across the platform, driving +$18MM in incremental annual revenue, a roadmap call that paid off in a hard number rather than a shipped-feature count.
Workflow automation
Prioritized and shipped an autonomous Claude Code agent that builds lifecycle marketing campaigns end-to-end, cutting multi-week workflows to hours.
Dependency reduction
Led the integration and rollout of a self-service audience building and analysis tool, cutting data science support needs by 90%, from 10 hours a week down to 1.
Compliance by design
Partnered regularly with legal, compliance, and privacy teams to make sure every platform and vendor decision on the roadmap held up against GDPR, CCPA, SEC, and Reg BI, the constraint layer any roadmap in a regulated business has to build around.
Credit Karma
The instinct started earlier. At Credit Karma, I created a program management role specifically to fix a gap I kept running into: no one owned quarterly and annual strategic planning or cross-functional alignment with product, engineering, and analytics. Standing up that role, rather than absorbing the work myself indefinitely, was itself a product decision: build the system that outlasts you.
The central data activation team I built there worked the same way a product org does: intake, prioritization, a roadmap for which audience segments got built next, and it cut campaign launch time by up to 50%.
The same product instinct showed up in two other roadmap calls: creating a channel strategy role to drive email subscriber list expansion, which unlocked $25MM in incremental annual revenue, and centralizing the email development team, which cut project completion times by 30%.