Product & Engineering Leader
I build things
that last.
Early-stage to hyper-growth to enterprise. I've shipped across the full arc, and I do my best work at the intersection of product vision, engineering execution, and the problems worth solving.
About
Builder, leader,
occasional poet
about systems.
I'm a builder. I've spent my career at the intersection of product, engineering, and what the business actually needs, making things work at every stage of a company's life.
Early-stage: zero-to-one, scrappy prioritization, wearing every hat. Hyper-growth: scaling teams and systems faster than is comfortable. Established: navigating org complexity, protecting velocity, delivering at scale. I've done all three, across SaaS, B2B, and Marketplace contexts.
Most recently I was co-founder and VP of Strategy at AuditMiner, where in practice I ran every function: product, engineering, marketing, sales, and customer success. I'm proud of what we built, and I'm ready to go deep again on the work I love most.
“As an engineer/technologist at heart, Amber possesses the deep technical experience necessary to succeed as a senior technology leader.”
Selected work
Selected work.
Experience
Fourteen years, four companies,
one throughline.
- Rescued company from critical churn crisis, rebuilding product and go-to-market resulting in dramatic NRR improvement and churn reduction
- Grew customer LTV significantly through product depth and retention improvements
- Built company operating system from scratch including revenue, product, engineering, and marketing scorecards, creating full business visibility where none previously existed
- Supported Series A fundraise by defining product vision and demonstrating measurable product-market fit
- Reduced sales cycle by more than half and achieved industry-leading demo-to-close rate
- Grew marketing-sourced pipeline dramatically through organic content strategy
- Launched two new product lines driving significant expansion ARR and growing multi-product adoption
- Built enterprise motion from zero, landing pilots across multiple large firms
- Maintained 99% deployment reliability while shipping weekly
- Led engineering organization of 60+ reports across globally distributed teams, driving infrastructure modernization that scaled content delivery 350% (20 to 90+ publications monthly)
- Managed $15M operational budget across vendor partnerships and product integrations
- Partnered with executive team on product strategy across global marketplace verticals
- Led cross-functional teams in Product Management, UX, and Engineering for B2B, driving a $250M acquisition GMV goal with Business Development
- Progressed from Engineering Manager to Director of Product & Engineering over 4 years, scaling engineering org from 4 to 36 and managing 65K active SKUs across 20+ marketplaces
- Architected integrations across 20+ marketplace platforms, cutting listing update times from 48 hours to 10 minutes through infrastructure overhaul
- Delivered $2M annual savings through data-driven process automation reducing operational cycle times by 80%
- Launched first external-facing B2B product increasing partner conversion by 6% and improving EDI compliance by 3%
- Introduced AI-driven inventory forecasting across 20+ marketplace verticals
- Progressed from intern to senior role across six years; scaled team from 4 to 40
- Led product development for customer-facing applications serving enterprise clients
- Maintained compliance across GDPR, SOC2, DIACAP, and PCI standards
Writing
On the economics of automation, and what firms get wrong.
When KPMG negotiated a 14% reduction in its own audit fee citing AI-driven efficiencies, it marked something larger than a pricing adjustment. The economics of audit are shifting structurally, and most firms are responding to a symptom rather than the cause.
Hours are consumed. Infrastructure accumulates.”
This paper examines the divide emerging between firms that optimize labor and firms that build systems, and why only one of those strategies compounds.
Download the paper →What people say
From people who've built alongside me.
“Amber brings an engineering perspective to product strategy. She has an innate ability to identify the fastest path to outcomes, balancing lightweight experiments with scalable technical foundations. She's relentlessly biased to action.”
“I've seen her rally an entire organization to common cause amidst uncertainty, elevate her team through trust and sponsorship, and surgically dive deep into system architecture when they needed extra support.”
“As an engineer/technologist at heart, Amber possesses the deep technical experience necessary to succeed as a senior technology leader. Her journey through the ranks prepared her for the challenges leaders face building solutions to real problems.”
“Not only did the results reap millions in cost savings. She brought together the right people to do it fast and efficiently (less than 3 months). That is a true testament to her leadership and style.”
Advisory & fractional
Working with teams while I find the right fit.
I take on a small number of fractional engagements with companies that need senior product or engineering leadership but aren't ready for, or don't need, a full-time hire yet.
Typically 1–2 engagements at a time. Early-stage and growth-stage companies preferred. If what you need isn't listed, ask anyway.
Start a conversation →Get in touch
If you're building something worth caring about, let's talk.
I'm looking for a CTO or CPO role, ideally at a growth-stage company where the product is the moat and the team is the asset. I'm also open to fractional engagements with the right team.