Why I built this

I've spent 25 years running product organizations, most recently as VP of Product and Customer Experience at Caesars Sportsbook, before that owning a $200M P&L at Arrivia, and before that building product at Orbitz, Gogo, and McDonald's. I've also co-founded and sold a company. Along the way I've hired, promoted, and let go of a lot of product people, and I've sat through more personality tests, 9-box calibration sessions, and 360 reviews than I can count.

Here's what those tools are actually good at: describing how someone tends to think, or where a manager's gut says they rank against peers this quarter. I'm INFP, and my top CliftonStrengths theme is Strategic, and both of those are accurate descriptions of how I operate. Neither one tells you whether I've ever made a hard prioritization call under real pressure, or what happened after I made it. A 9-box grid is a manager's opinion, updated twice a year, compressed into nine boxes. It is useful for a talent review meeting. It is not evidence.

I'm finishing a Master's in Leadership and Organizational Development at Saint Louis University because I wanted the academic grounding to go with the field experience, not instead of it. Product Assessment is what I wished existed every time I had to make a real call about someone's readiness: not a personality read, not a manager's impression, but a structured conversation about what someone actually did, tested the way you'd test it if the decision really mattered.