Workstream owner for FareHarbor's biggest product bet, two years running. A pioneering, industry-changing product that generated $244K in its first year and is on track for $524K in 2026, pacing 189% ahead of target.
Dock is one of FareHarbor's most ambitious product initiatives. It is a new category of tool that changes how operators run their business. When it launched, there was no playbook. No adoption model. No precedent in the industry. That's what made it interesting, and that's where I came in.
I was named workstream owner for Dock in 2025, and again in 2026. The role isn't just managing a feature rollout. It means owning the strategy for how clients adopt Dock, working cross-functionally to shape the product, and building the internal infrastructure to scale results across the AM team.
Generating adoption for a new product in a mature client base requires more than a launch announcement. I approached Dock the way I approach most complex problems: understand where the friction is, find the leverage points, and build something repeatable.
I used AI to systematically analyze feedback from clients, identifying the limiting factors and bottlenecks that were preventing adoption before they became churn signals. That analysis directly shaped which functionalities we prioritized with the Product team, and which clients Marketing targeted with Dock messaging.
Three workstreams ran in parallel. The first was client-side: working with Product and Marketing to make sure Dock was reaching the right clients at the right moment in their lifecycle, with the right pitch. That meant being opinionated about targeting rather than spraying everyone and hoping for adoption.
The second was product-side: feeding structured insights from client conversations back into the product roadmap. Not generic feedback, but specific friction points that, if resolved, would unlock adoption at scale. The AI-assisted analysis made it possible to synthesize patterns from dozens of client accounts quickly enough to actually influence the roadmap.
The third was internal: partnering with our Ops team to collect meaningful data and build training for the wider AM team. If I could make Dock something every AM knew how to pitch and implement confidently, the impact compounded beyond my own book of business. That's the difference between owning a workstream and just being good at your accounts.