About Danielle

I have spent my career following the customer.

I did not set out to build a career that crossed Product, Customer Success, Customer Experience, and Growth.

I kept following the same question into different parts of the company:

What is preventing customers from succeeding, and how should the business organize itself to solve that?

I began in technology and Product, where I learned how companies translate customer and business problems into what gets built.

Customer Success changed my view of the system.

It showed me how much customer evidence lives outside Product—and how easily that evidence can become distorted. Customer Success often works most closely with the largest and most vocal customers. Their needs matter, but when their requests become the dominant definition of customer feedback, the roadmap can narrow around bespoke problems that do not repeat across the market.

Growth made the full picture visible.

Marketing could increase sign-ups while attracting customers who were unlikely to succeed. Product and GTM leaders could disagree about the ICP while debating competitor features rather than the jobs customers were trying to accomplish. Each department could hit a local metric while the overall customer journey became less coherent.

Connect the customer evidence no single department owns, identify the constraint that matters most, and help the leadership team build the fix.

Experience

Across QuickBase, Wistia, Jungle Scout, and Knack, I have:

—Led Product, Customer Success, Customer Experience, and Growth

—Built customer organizations from zero twice

—Scaled one organization to approximately 80 people

—Increased NRR at multiple B2B SaaS companies

—Increased expansion revenue 23% YoY

—Raised NPS by 15 points

—Created new product and revenue motions from Jobs-to-be-Done research

—Built unified customer-data infrastructure

—Created AI-guided product and AI-first service experiences

—Led board-level ICP, funnel, retention, and growth strategy

—Operated through market contraction and corporate divestiture

What I believe

A few things I hold to.

—Growth is not a department.

—PLG is not a strategy. It is an organizational capability.

—Customer Success starts before onboarding.

—Voice of the Customer should not belong to one function.

—Product-market fit is not permanent.

—The loudest customers are not necessarily the market.

—Customer journey maps are useless unless leadership experiences the journey.

—AI should improve customer and business outcomes—not simply automate activity.

—Experience gives me pattern recognition and a deep operating toolkit. First-principles thinking keeps me from mistaking a familiar pattern for the right answer.

What I will not do

—Hand you a large recommendation deck and disappear.

—Begin with a predetermined functional answer.

—Apply my last company's playbook without examining your evidence.

—Add process where clearer decisions would solve the problem.

—Build dependency into the engagement.

—Stay longer than the work requires.

The goal of every engagement is the same:

Help the company understand its customers well enough to make focused product, growth, and investment decisions—and build the operating capability to keep doing it.

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A first conversation is a practical working discussion, not a sales presentation.

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