Portfolio
Across 8x8, Jive, and Rivaro, the work is the same: take complex enterprise systems under scale pressure, turn them into governed platforms, and make them safe enough for customers, executives, and teams to trust.
A global contact-center and unified-communications platform growing from $300M to $700M+ ARR, with the $250M Fuze acquisition to absorb and 35K enterprise customers running on aging infrastructure.
The full application portfolio and platform services — new product introduction, roadmap, migration strategy, enterprise readiness, and the cross-functional operating rhythm across PM, engineering, design, GTM, and customer teams.
Shipping a steady stream of new products into a live enterprise platform while integrating a $100M ARR acquisition and moving tens of thousands of customers — all without losing continuity, and all while the business was still accelerating.
Tripling daily active application users through product-led growth: a continuous cadence of new product introduction, modernized onboarding (NPS +20%, onboarding time −50%), and enterprise-grade trust controls — backed by a staged, readiness-based migration.
The 35K-customer, $300M ARR platform migration ran with zero customer disruption via a staged pre-flip, validation, and readiness-based cutover. It also delivered net-new enterprise-readiness capability — SSO, RBAC, provisioning, and SMS-trust controls — hardened to 99.999% availability.
What this proves today: I can create new products and hold platform, migration, and enterprise-readiness risk together at scale — without dropping customer continuity.
Jive grew from $40M to $225M ARR from Series B through IPO. I owned Jive-n, the flagship employee-collaboration product, through that scale — and earlier led the engineering team building its core.
Product strategy and roadmap for the revenue-defining product, plus the cloud-migration path for hosted and on-prem customers and the engagement model that drove adoption.
Modernizing a mature product under enterprise scrutiny, moving customers to cloud without breaking trust, and proving engagement value with data rather than opinion.
A run of new product capability plus usability-driven modernization of core UX — proving engagement value with data, and moving customers to cloud without breaking trust.
Alongside the new capability, I defined and executed the roadmap migrating hosted and on-prem customers to the cloud — modernization without losing enterprise trust.
What this proves today: I've been both the engineering leader and the product owner of a revenue-critical platform through a full scale-and-modernization arc — including early applied ML.
Enterprises are deploying agents and LLM applications with real authority faster than they can govern them. I founded Rivaro to explore the control layer that sits before execution.
Everything: product vision, positioning, core architecture, roadmap, prototype development, demo flows, and enterprise buyer validation with security, AI, and engineering leaders.
Defining a new category at the intersection of product, platform, and security — and validating enterprise urgency before scaling the build.
Capabilities across LLM traffic inspection, agent-action monitoring, identity-aware policy enforcement, and audit-evidence generation — plus the narrative and sales-facing materials for CISOs and platform teams.
What this proves today: I can read where enterprise AI is heading and build the product and architecture for it. See the full Rivaro narrative → · Visit the live product, rivaro.ai ↗
What colleagues say
Product judgment, an engineering partner's instincts, and a knack for translating customer reality into what gets built.
He is especially adept at prioritizing and making tradeoffs for features… His experience managing engineering teams helps create a productive partnership with the development teams. A top-tier person with excellent product management and leadership skills, and I would be thrilled to work with Jeremy again.
A unique combination of strategic vision, technical acumen, and leadership skills… He consistently demonstrated an exceptional ability to work across functions, bridging gaps between product development, professional services, and other departments.
In terms of understanding customer needs and converting them to engineering priorities, Jeremy is second-to-none. He has a real talent on customer calls… we’re all much stronger because of his presence.
Jeremy always keeps a sharp pulse on where the puck was heading, never resting on his laurels, and always looking to improve our product as well as the well-being of those around him. If you are looking for a motivated professional that can galvanize a team, Jeremy is that person.
His inclusive leadership style encourages cross-functional collaboration, resulting in products that not only meet but exceed user expectations… a visionary product strategist, and a collaborative partner who brings out the best in his teams.
He led large teams and we collaborated on numerous challenging customer situations. His track record for success is a testament to his strategic vision, dedication, and ability to drive results… an invaluable asset to any team or project.
Excerpted verbatim from LinkedIn recommendations — click any name to read the full text on their profile.
Earlier
Founder of ZipTime (AI-powered meetings, 0→1 ML scheduling). Engineering leadership at Con-way (XPO), Chrome Systems, and Thinkstream. Forward Observer, U.S. Army.
Education & certifications
B.A., Management & Organizational Leadership — George Fox University. Computer Science coursework — Portland State University. Machine Learning (Stanford / DeepLearning.AI) · AI Product Management (Product Faculty).
Where I have the most impact
Agents and LLM apps gaining authority before there's a model for policy, permissioning, and runtime control.
A product straining under enterprise growth, where modernization has to happen without losing customers or revenue.
Moving customers to new infrastructure when zero downtime isn't a goal — it's a requirement.
Product direction that ties architecture, buyer trust, and cross-functional execution together — not just one of them.