I care deeply about the human experience. I believe in possibility and in how the right access and opportunities can unlock our potential. But I also recognize that we do not live in an equal world and outcomes can be shaped long before talent has a chance to surface. Thankfully, what exists today does not have to determine what is possible tomorrow.

The issues that matter most to me are economic equity, expanding opportunity for women, addressing food insecurity, and helping people build lives where they can support themselves with dignity. I try to reflect those priorities in how I live and in the work I choose to take on.

These values inform the decisions I make and how I define success with an emphasis on responsibility, longevity, and creating something real that holds up over time.

Together with my education, experience, and discipline, they form the foundation for everything I do today.

Experience Across Global Enterprises

I’ve spent my career operating at the center of strategy, growth, and leadership inside some of the world’s largest and most complex consumer businesses. Over more than a decade, I held senior strategy and executive roles at Accenture, Deloitte, and Salesforce, working directly on decisions that shaped multi-billion-dollar companies including Samsung, Coca-Cola, and Best Buy, as well as the teams and markets behind them.

My work has focused on high-stakes growth, go-to-market strategy, and transformation across Fortune 100 and global enterprise organizations, particularly in consumer and consumer-adjacent industries. I have advised and partnered directly with C-suite executives, including CEOs, CFOs, and divisional presidents, on decisions involving market expansion, operating models, pricing, portfolio strategy, and long-term growth priorities, often in moments where the cost of getting it wrong was material and irreversible.

At Salesforce, I served in multiple senior leadership roles, including VP of Go-To-Market Strategy, working across a multi-billion-dollar product portfolio with global reach. I helped guide strategic priorities, market positioning, and operating decisions across regions and functions as the business scaled. In parallel, I served as Global President of BOLDforce, Salesforce’s Black employee resource group, where I led a 10,000-member global organization spanning continents, business units, and levels of seniority.

Across these roles, I gained a firsthand understanding of how consumer businesses truly function at scale. I saw how strategy becomes execution, how leadership decisions cascade through organizations, and how internal choices ultimately shape customer behavior, brand perception, and financial outcomes. That perspective continues to define how I think about consumer businesses, growth, and leadership.

Building a Consumer Business from the Ground Up

After years working as a Strategy Executive both within and in advisory of large global enterprises, I chose to step into a different kind of responsibility: building a consumer business from the ground up.

Silver & Riley began without outside funding, manufacturing relationships, or industry access. I spent a year traveling to Italy, meeting suppliers face to face, navigating rejection, and learning the realities of production, sourcing, and scale firsthand before securing our first manufacturing partner. Every early decision, from materials to pricing to inventory, was made through trial, discipline, and direct experience.

Over time, that foundation turned into a real operating business. Silver & Riley has expanded into more than 100 SKUs, reached customers across dozens of countries, and built a repeat client base with strong lifetime value. The brand has partnered with major retailers such as Nordstrom and Saks, earned a number of world class awards, and grown into a seven-figure business within three years, entirely self-funded.

That growth required restraint as much as ambition. I made deliberate choices around pace, inventory risk, pricing discipline, and where not to expand too quickly.

Through my experience building Silver & Riley, I have developed an even deeper understanding of the consumer landscape. How consumers actually make decisions, how trust is built over time, how pricing and perceived value influence behavior, and how context shapes what people are willing to buy and when. I've learned where demand is durable versus fleeting, and how quickly customers respond when a brand listens and adapts.

Additionally, working within real constraints taught me how ideas change when resources are limited, how to be more nimble and adaptable, and how quickly decisions compound. I also know what leadership feels like when responsibility is personal and unavoidable.

These realities continue to inform how I evaluate consumer businesses and how I think about growth that holds up over time.

Educational Foundation

I’ve always believed that education is a great equalizer and one of the most powerful tools for expanding opportunity. It shapes how we understand the world, evaluate information, and decide what responsibility comes with knowledge.

That belief has guided how I’ve chosen to learn. Alongside formal education, spending time in more than 100 countries and learning directly from lived experience has shaped how I understand people, context, and complexity.

Together, these experiences influence how I approach problem-solving, assess tradeoffs, and build with intention rather than assumption.

Education

  • Global CEO Program — MIT and IESE Business School
  • MBA, Strategy & Corporate Finance — Emory University, Goizueta Business School
  • MS, Financial Engineering — New York University
  • BS, Materials & Polymer Science Engineering & Mathematics — Rutgers University
  • Executive studies at UC Berkeley, London School of Economics (LSE), WHU – Otto Beisheim School of Management, Fundação Getulio Vargas (FGV), and Erasmus University Rotterdam

Career Highlights

  • Former VP of GTM Strategy at Salesforce, working across a multi-billion-dollar product portfolio and advising senior leadership on go-to-market strategy, growth priorities, and long-term planning.
  • Senior strategy and innovation consulting roles at Accenture, Deloitte and Salesforce, advising Fortune 100 and mid-market companies on transformation, operating models, and complex business decisions. Trusted advisor to C-suite executives, divisional presidents, and regional leadership teams, in one-on-one and small-group advisory settings.
  • Deep consumer markets experience: Led executive advisory engagements and strategic workshops for global enterprises like Coca-Cola, Samsung, Estée Lauder Companies, CVS and Kellogg’s, focused on issues such as portfolio strategy, market expansion, organizational alignment, and large-scale change initiatives.
  • Served as Global President of BOLDforce at Salesforce, leading a 10,000-member global employee community across regions, functions, and seniority levels.
  • Built Silver & Riley, a luxury travel and fashion accessories brand, from the ground up with no outside funding, scaling it into a seven-figure business with global manufacturing and DTC distribution.
  • Speaker and guest lecturer at institutions including Emory University (Goizueta Business School), University of Chicago (Booth), Columbia University, and NYU, as well as major industry conferences.
  • Global experience advising and operating across North America, Latin America, Europe, Africa, and Asia–Pacific, working with multinational organizations navigating growth across different cultural, regulatory, and economic contexts. Personally traveled to 100+ countries, developing a macro view of how policy, infrastructure, and local realities shape markets. Today, Silver & Riley serves clients across 27 countries and growing, with global manufacturing, and logistics.

Areas of Focus & Capabilities

My work spans strategy, growth, and leadership, with a focus on helping founders and executive teams make clear decisions in moments that matter. The areas below reflect work I’ve done repeatedly, in real operating and advisory contexts.
Strategy & Direction
  • Early-stage ideation: A business idea exists, but it’s still rough around the edges and needs to be shaped into something concrete enough to act on.
  • Sourcing strategy: Deciding where products, partners, manufacturers, talent, or opportunities should come from and what tradeoffs those choices create.
  • Retail strategy: Thinking through where and how a product should be sold (e.g. online, wholesale, direct, physical retail, or a mix) and what it takes operationally and financially to make each option work.
  • Business and growth strategy: Deciding where to focus, what to stop doing, and how the business should grow over time.
  • AI strategy: Identifying where AI can meaningfully support the business today, where it creates real leverage and where it could introduce risk.
  • Go-to-market planning: Determining who something is for, how it should be introduced, and where it should live in the market.
  • Market and customer segmentation: Breaking broad audiences into real, usable segments that actually inform decisions.
  • Business model design: Examining how the business makes money and whether the structure supports long-term viability.
  • Capital strategy: Thinking through whether, when, and how to raise capital, and what tradeoffs come with each path.
Customer, Brand & Growth
  • Brand positioning and messaging: Clarifying how a company should be understood and what truly differentiates it.
  • Customer journey mapping: Walking through the end-to-end experience to identify friction and missed opportunities.
  • Customer experience assessment: Evaluating how customers actually experience the product or service in practice.
  • Marketing strategy and channel planning: Choosing where to invest time and resources based on how customers really behave.
  • Pricing and packaging: Structuring pricing in a way that reflects value and aligns with how customers buy.
  • Acquisition and retention strategy: Understanding what brings customers in, what keeps them coming back, and where effort or spend isn’t paying off.
  • Launch planning: Preparing a product, feature, or initiative for release with realistic expectations around timing, momentum, and follow-through.
Organization & Leadership
  • Organizational design: Shaping teams and responsibilities so the company can function well as it grows.
  • Team structure and role clarity: Defining ownership, decision rights, and accountability to reduce friction.
  • Executive advisory: Acting as a thought partner to founders and senior leaders on complex decisions.
  • Leadership alignment: Helping leadership teams get on the same page around priorities and direction.
  • Unit economics and financial modeling: Understanding the numbers underneath the business so decisions are grounded in reality.
  • Financial planning and operating discipline: Translating goals into budgets, forecasts, and operating plans so the organization knows what it can actually afford to do.
  • Cash flow and resource allocation: Making informed decisions about where money and time is spent as the business grows and tradeoffs become unavoidable.

What Guides My Work

I was raised by parents who emphasized education, hard work, and treating people well. From a young age, I was extremely aware of how unequal access to resources and stability could shape lives and how much someone’s starting point could influence their options, regardless of effort or ambition. This made me pay close attention to how opportunity works in practice and pushed me to think seriously about what it means to build something responsibly.

I see business as one of the most powerful tools for shaping the world we live in. When built with care, it can create economic opportunity and change the trajectory of lives. That understanding guides how I think about growth, responsibility, and the kind of work that feels worth doing.

I dedicated Silver & Riley to my late mother in recognition of the lessons she taught me about giving back and caring deeply for humanity. Those lessons continue to guide how I think about responsibility and impact, showing up through initiatives like my company's Buy 1, Give 5 women entrepreneurship grants program, my personal food drives, and my ongoing efforts to invest in education for youth from underserved backgrounds.

When I think about legacy, I think about impact. The way we show up and the choices we make have an effect on the people and communities around us. I consider myself a citizen of the world and hold myself to the responsibility of leaving it better than I found it. That perspective guides how I approach my own work and the conversations I have with founders and leaders as they build, make tradeoffs, and decide what kind of impact they want their work to have over time.
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