I transitioned from product management to marketing because I felt that marketing was an area we hadn't fully figured out yet, despite having a functioning sales team and clear product-market fit.

As a product manager, I learned that trying to do too much work myself can lead to frustration; it's important to give team members autonomy to excel in their roles.

The mistake I made was delegating decisions to the wrong level in the organization, which hindered our ability to ship great products.

Learning to hire and manage effectively became crucial as I transitioned from building a product to building a company that creates products.

I learned that the technology co-founders I initially brought in weren't the right fit and didn't have the skills to take the business where I wanted it to go, so I had to fire them.

My role evolved from being hands-on in the early days to focusing on hiring and maintaining company direction as we scaled.

I shut down Artifact because, despite loving the product, it wasn't growing as expected and I felt it was time to pivot to more impactful opportunities.

As CEO, I've transitioned from being a micromanager to learning to delegate, focusing on being a culture carrier and making tough philosophical decisions.

I realized that I enjoy inspiring others and catalyzing ideas rather than being the one to build the product, which has shaped my career path.