OpenX Technologies Leadership & Management

Tell us a little bit about yourself. What brings you to OpenX?

I lead global product for OpenX, which is a leading independent omnichannel supply-side platform. In this role, I lead product development and innovation from customer discovery and user research to the development, delivery and support of a market-leading product suite. Previously, I was leading all product management for Connatix, managing several categories at Fiverr, working as a management consultant at Accenture and managing business development at an industrial machinery company. 

All of these experiences have taught me that the best way for a product leader to help a company be successful is to focus on business outcomes. My experiences have also made me empathetic toward my team as well as my business counterparts, pushing me to consistently find ways to help them achieve their goals. This collaborative and outcome-focused approach has been a major factor that propelled me to this leadership role.

How would you describe your approach to leadership, and how do you plan on building team culture?

I think that a leader in an organization has a few roles. First is creating a sense of purpose and motivating the team to believe in its ability to succeed as well as understanding how individuals are personally motivated. 

Second is putting all of the people in your organization in positions that allow them to feel empowered to perform at their very best. 

And third, it’s important to be a voice, advocate and champion for your people within the organization as well as your customers in the market. These principles, alongside a solid vision for the future and a good business sense, result in a high-performing team.
 

What upcoming project or initiative are you most excited to tackle? 

These are very exciting times in adtech. Some of the underlying browser technology that has powered the way the industry has historically functioned — i.e. third-party cookies — is changing, and this requires thoughtful innovation to build other solutions. 

We have been hard at work doing so and have developed several paths forward that allow advertisers to achieve their goals and publishers to continue monetizing their content. We believe these solutions will be extremely important for our partners and customers and will continue to drive growth for them as well as our business as adtech evolves.

How do your managers coach and support sales team members to reach their goals?

Our managers coach with the understanding that strong sales performance is a reflection of how well the entire commercial organization understands the customer and the broader business strategy. Not only do we help salespeople improve individual skills, but we also anchor coaching in the company’s corporate strategy and how it shows up in real customer conversations. Managers focus on how deals actually move, where momentum stalls and how effectively sellers connect quality, performance and outcomes to a buyer’s priorities. Coaching is diagnostic and opportunity-based, pressure-testing discovery, qualification and value articulation before prescribing actions. This is reinforced through shared frameworks, consistent language and the use of forward-thinking AI tools to prepare for calls and stress-test deal strategy. The result is coaching that scales across teams, builds strategic fluency, and drives revenue impact without mistaking pipeline optics for real progress.

What practices or programs empower your salespeople to take ownership of their growth?

Not only do we help salespeople develop core selling skills, but we deliberately cast a wider net across the organization to build shared business context and a stronger customer lens. Weekly “Training Tuesday” sessions are designed for the broader commercial team, not just quota-carrying roles, and focus on strategy, market dynamics, product evolution and customer outcomes. This creates a common understanding of how the business wins and why buyers care, which in turn enables more confident, consistent customer engagement. That foundation is paired with ongoing certifications, scenario-based learning and peer collaboration that require individuals to actively demonstrate capability. Salespeople are encouraged to own their development using modern AI tools to research accounts, prepare for discovery, and synthesize complex information more efficiently. Growth is visible and measurable through clear readiness benchmarks, keeping development tightly connected to real performance in the field rather than abstract training activity.

How do you balance accountability with autonomy across your sales organization?

We balance accountability and autonomy by aligning everyone around a clear corporate strategy and shared standards, while giving teams the freedom to execute in the way that best serves the customer. Expectations, success metrics and core processes are explicit and consistent, reinforced through enablement programs like “Training Tuesday” sessions that provide ongoing business context and reinforce the “why” behind the work. Within those guardrails, individuals have autonomy in how they prepare, learn, and engage customers, including responsible use of AI to improve efficiency and insight. Accountability is driven by transparent data on outcomes, not activity theater or subjective opinion. This approach creates ownership without chaos, encourages informed experimentation, and ensures that what scales across the organization is grounded in customer impact and strategic alignment, not personal preference.