Hello!
I'm Louisa Henry. 3 out of 4 times I get on a call with the founder, they ask me if their problems are unique. The answer is - there's no one-size-fits-all. Most of the the time, it's about alignment. The most common patterns I see: misalignment, founder blind spots, teams that can't execute.
That pattern library holds across my 20 years of experience, and only gets richer now that I'm seeing it across multiple companies simultaneously.
I left the operator world to accelerate my learning, which in turn accelerates my clients.
My Story
Before diving into Product at JPMorgan Chase, I worked in their ops-heavy storage and data center teams, then moved to Corporate Communications (learning how to align a massive organization of 700,000 full-time employees across nine lines of business) and finally into Product Management on the Chase mobile app (54 million users). I worked on a massive redesign with dozens of other product managers, 40 designers, hundreds of engineers, and two design studios (Frog Design and IDEO). The operational coordination and orchestration here were impressive and led to a very successful, very large launch.
Clover Health scaled 20x over the three years I was there, from 25 → 500 employees. We iterated many times on our product development processes, and I learned a lot about the importance of building culture, shared values, and a clear, compelling vision. As one of the first two PMs, I stood up a Medicare insurance company from the ground up and hired and scaled the product team. I helped drive the company from a small startup to a billion-dollar company that eventually went on to IPO.
When I joined, Airtable had no product managers or interest in PM. However, they had a strong engineering team. I joined to lead their customer-facing Product Specialist team and fulfill their vision for connecting the customer's voice to the engineering roadmap. This evolved into establishing and leading Airtable’s first customer support organization (another role I figured on the job) while ensuring tight feedback loops between GTM and engineering.
Gusto brought me into a VP of Product role, where I operated in a GM capacity, identifying and unlocking a new segment for Gusto. I drove revenue to a substantial triple-digit million-dollar ARR (180% growth), building their mid-market/enterprise business. This required heavy stakeholder coordination as we redefined what sales, customer service, and customer success looked like for this segment.
Now I advise and coach founders and executives looking to sharpen their product strategy, build cohesion across their teams, and do the inner work to build the durability required for building a company that thrives over the long-term.
Contact
I love getting to know new people.
Feel free to reach out if you'd like to chat.