Tell us about your journey before Wise? What led you here? 

Before Wise, my experience spanned everything from Big 4 audit to mobile game development and the startup world. While they seem unrelated, each taught me a different and crucial part of the Product Management puzzle: audit gave me analytical rigor, gaming taught me customer empathy, and startups taught me how to thrive in ambiguity. This diverse background allows me to view product development holistically. When I look at a feature, I don't just see the individual component; I see the technical constraints, the customer psychology, and the business impact all at once.

My journey to Wise was driven by a desire to work on a truly impactful product. Before applying, I thoroughly researched Wise and tested the product firsthand. I sent a test transfer to a friend in the UK, and I was shocked that the money arrived in her local bank account in less than 20 seconds, all while we were still on the phone.

The experience felt like using an international Venmo—it was incredibly fast, easy, and convenient. I was genuinely fascinated by the speed, transparency and simplicity. It was at that moment I knew I had to join the team responsible for building such an impressive product.

What does a typical day look like for a Product Manager at Wise?

At Wise, no two days are ever the same for a Product Manager (PM), as we cover an incredible amount of ground as the primary owners of our product areas. My morning might involve designing experiments with an analyst to test a new hypothesis, analyzing customer feedback or survey results to understand pain points and use cases, or conducting market research to spot emerging trends. By the afternoon, I could be deep in the "builder" phase, collaborating on Figma designs with designers, writing product requirements for new features, or navigating complex technical tradeoffs with engineers to ensure we’re making the right long-term bets for our infrastructure.

With the high level of accountability entrusted to us, the buck stops with the Product Manager. This means PMs also act as the glue between cross-functional teams, working closely with Marketing, Legal, and Compliance on Go-To-Market strategies and collaborating across teams to ensure a seamless global experience. It’s a high-velocity role where you’re constantly switching between high-level strategy and granular execution, all while staying focused on moving the mission forward.

What is a project you’ve worked on that felt like a major "win" for both the customer and the mission?

I worked on our Interest feature for US customers, which allows them to earn a share of the interest Wise receives on their USD, EUR, and GBP balances, while also benefiting from FDIC insurance. This project felt like a massive win because it’s a truly unique offering in the market; there are no "strings attached"—no minimum holdings, and the funds remain completely liquid.

From a product perspective, the challenge was managing immense backend complexity—handling the flow of funds and insurance requirements without adding any friction to the customer experience. Customers can still swipe their debit cards or withdraw money at any time while their balance is earning. By passing this value back to them, we are proving that you don't have to choose between locking your money away to earn interest and having instant access to your money anytime anywhere you want.

What would surprise people the most about the reality of Product Management at Wise?

Unlike many companies where Product Managers spend a lot of time seeking approvals from executives, at Wise, if your team has the data and a strong conviction that a change will solve customer pain points or a feature will benefit them, you're empowered to act. You own the problem, you find the solution, and you're responsible for the outcome. This level of trust is incredibly empowering, as it means your impact is direct and visible. It does however, require comfort with accountability and a readiness to embrace that responsibility.

We talk a lot about being "mission-driven." How does that actually show up in your day-to-day decision-making?

At Wise, our product strategy is anchored by four core pillars that drive us toward our mission: speed, price, convenience, and transparency. This framework simplifies day-to-day decision-making, acting as a critical filter. Every Product Manager at Wise must ask: "Does this feature or decision make the product cheaper, faster, or more convenient for the customer?" If the answer is no, it’s not even worth pitching because it does not align with our goal.

We are impact-driven when it comes to decision-making. This focus allows us to cut through the noise and commit to the technically challenging paths that genuinely solve customer problems. If an initiative fails to significantly improve the customer experience across one of our core pillars, it will not earn a place on the roadmap.

 What advice would you give someone thinking about joining the Product team at Wise?

Stop thinking about features and start thinking about solving problems. When you apply or interview, rather than focusing on what you built; tell us what it does for the customers and how your customers benefit from it. Show us that you’re comfortable with ambiguity, obsessed with data, and most importantly, that you have genuine empathy for customers who deserve a better, fairer way to manage their money globally.