Thirteen years planning and overseeing enterprise web work, and I already run this job one step to the side.

• Marketing. Four Google product marketing stakeholders and their Web Strategy Director on one calendar. Now, performance marketing, CRM and event marketing are three of my six requesting functions.
• Brand. Brand steward inside Dow Jones product surfaces, and owner of the design system behind the event properties.
• Design. Four to six designers directed at Google, all reporting elsewhere. Now, design, content design and copy resourced weekly.
• Engineering. A separate engineering team builds the event sites. Before that, twenty-eight-plus Infosys engineers past a design-system handoff.
• Creative. Motion, 3D and video vendors brought to one launch date on The Row at Everyrealm. A hundred short-form assets through one gated pipeline at GE Healthcare.

Retrospectives, four of them

You ask for sprint planning, stand-ups, facilitated retrospectives and progress reports. Three of those four I have run for years. The three years at Vertic were spent inside the cadence on enterprise builds: I ran requirements gathering with stakeholders, planned the UX research phase so its output arrived in time to feed sprint planning on both the design and the engineering side, then worked through stand-ups and scrum until launch. At Huge the Android work ran in design sprints. At Everyrealm I introduced the ceremonies into a team I had just hired, designed the stand-ups, reviews and crits around signal per minute, and cut the ones that stopped earning their slot, including ones I had introduced.

The retrospective is where I will be precise rather than generous. I have facilitated four, all of them at the close of a project, including one with the utility client after the .com and app went in.¹⁰ Four in thirteen years is a habit I reached for at the end of something big, not a standing ceremony held every two weeks with the follow-through that makes one worth holding. That is the version you are asking for and it is the version I would be building. I also do not hold a certification and have never been the scrum master of record for a product engineering team.

It is the most learnable thing on your list, which is why overclaiming it would be the worst trade here. Your first bullet ends at retrospective, so I would rather you know the real number now: four, at project close, on top of a cadence I already know from the inside.

Linear

Strongly preferred, and I am only fairly familiar. What sits next to it is a neighboring tool I own at implementation depth. Tools have never been what took me time; the schema underneath them is, and that transfers on day one.

Pace, GTM and the legal domain

My startup year was Everyrealm, a16z-backed: creative function built from nothing, kept shipping through a downturn and a pivot until the business wound down. One year, and a market falling rather than a company scaling. What I can evidence at your pace is throughput against dates that do not move, about thirteen fixed-date go-lives in five months.¹

I have never partnered with a sales organization carrying a pipeline number, so GTM is the line I would be learning on. And I have never worked in a law firm. What I do have is a family of them: I grew up around the work and my sister is a partner at one, so billable hours, the way a matter moves, and what actually eats a lawyer’s week are not new vocabulary to me. That is familiarity, not domain expertise, and I would not dress it up as more. What is adjacent professionally is delivery under review rather than domain: GE Healthcare’s gated pipeline, and a pharmaceutical MVP redesign delivered inside the Endo and Mallinckrodt merger. Sequencing reviewers against a date that cannot move is familiar. Knowing what a firm buys and why is the part I would be learning, and on a Web team I would be serving the people who already know.

The honest part first, since a careful reader has already done the arithmetic. I am about six months into my role at Dow Jones and I am not running from anything: the work is real and I am doing well at it. What is pulling is a preference that took thirteen years to get clear.

Three things make it specific. I have spent thirteen years keeping web properties shipping against dates that could not move, almost all of it one step removed from the thing the company actually sells. Your Web team exists so the site keeps pace with the product, so the calendar is set by the product rather than a campaign.

And the problem in the posting is the one I spent this year on at a smaller scale: new properties arriving faster than anyone can hand-build them, so the answer stops being effort and becomes a system. I have done that once, six of eight migrated, and I know which half was hard. Worth acting on when the role appears, rather than finding out in month four that I watched it go past.

The third reason is the one that actually moved me. Almost all of those years were spent inside enterprise organizations, learning how they buy, approve and change their minds. Harvey is building the tools that will change how that same kind of company does its work, and I would rather help ship those than keep making the case for a category from the outside. I want to be at a modern company built on AI rather than one adding it later, and at one whose product I actually admire.

There is a structural version of the same point. Dow Jones is a serious institution and its web work is real, but it is a legacy editorial business, and what I steward there is an umbrella of brands, each with its own owner, its own calendar and its own idea of what good looks like. A lot of the job is holding that umbrella straight. Harvey is one product and one goal, and everything the Web team ships points at it. I do my best work when the whole team is aimed at one thing, and I would rather aim at yours.

Your three values, demonstrated

Decisiveness. I do not bring leadership the news that a team feels stretched. I bring the news that the plan assumes 1.4 times the capacity that exists, here are the three things I would cut, and here is the one I recommend. A protected roadmap is an arithmetic argument.

Simplicity. Eight builds into one system. Six vocabularies into one schema. A library of 200 components at 40% adoption is a worse asset than 60 at 90%.

Job’s Not Finished. Two of eight properties have not migrated. Relay was built for my function and my team and has not been adopted company wide, which is a matter of distributed regulatory systems and decisions above me rather than appetite. The event site system, by contrast, is adopted. Nobody asked me for any of that; I can report it because I am still tracking it.