The best product decisions come from a shared understanding of the people the system is meant to serve. I bring engineering and design into the problem early, listen closely, and use each person’s expertise to shape better decisions together.

BEHIND THE WORK

I start with the people the system is meant to serve.

Before choosing a solution, I work to understand what people are trying to do, where the system lets them down, and what a better path would make possible.

“What sets her apart as a PM is her tremendous empathy for users, both internal and external, which translated into great products and solutions that people loved.”
— Mat Harris, Executive Product & Engineering Leader

I make the system legible.

When a workflow feels confusing, it is often because the underlying system—its handoffs, incentives, and unknowns—is still invisible. I make it visible enough for teams to decide together.

“Liz was a steward of information between our users, stakeholders and the contributors on our product team. She approached each problem from a user’s perspective and kept our assumptions honest…”
— Tommy Geoco, Designer

I use evidence to choose a direction.

Research and data do not substitute for judgment. They help distinguish a visible symptom from the underlying problem, so the team can choose a direction with more confidence.

“She combined strong attention to detail with a data-driven approach, helping the team clearly understand problems before exploring the best ways to solve them.”
— Lisa B. Zangerl, Product Designer (now Product Manager)

I make room for the people doing the work.

Product management is partly about creating the conditions for people with different expertise to contribute early, disagree honestly, and move forward with shared ownership.

“She held space for everyone on her feature team to be heard and seen, and we all felt immensely valued.” 
— Juhee Jain, Product Design Leader

I adapt without losing direction.

Direction is not rigid adherence to an initial plan. It is knowing what must remain true, what new information changes the decision, and when the team needs a clearer path forward.

“You can throw any initiative at her and be confident she’ll catch it, and run with it.”
— Andy Markham, Head of Product and Former Manager