GHG Consulting

Speed Alone Won’t Win the Market—Experience Will.
Teams are shipping features faster than ever, yet adoption is stalling, retention is falling, and buyers hesitate. The problem isn’t execution—it’s product experience misalignment.

Most teams believe building faster leads to success. But without execution clarity focused on product experience, every launch is a gamble. Execution should move smarter—ensuring every release strengthens the user and buyer experience.

➥ How I Help:
● The Signal-to-Clarity Method™—A structured execution framework that ensures every decision enhances engagement and buyer confidence.
● Experience-Driven Execution Alignment—Unifying product, engineering, design, and GTM teams to deliver seamless product experiences.
● Adoption Acceleration & Buyer Confidence Frameworks—Connecting execution clarity to market success and scalability.

➥ Real-World Impact: Execution That Wins
An online education provider faced high program abandonment and a risky product launch. I helped identify key UX issues, reducing abandonment by 8x in key areas and enabling continuous data-driven improvements.

A SaaS company transitioning from services to product delivery struggled with execution misalignment. I worked with leadership to clarify buyer and user experiences, cutting manual support needs by 65% and accelerating product releases.

Imagine launching a feature that feels so intuitive that engagement spikes immediately. That’s the difference execution clarity makes.

➥ Why GHG Consulting?
Most firms stop at strategy. I embed execution clarity into workflows, ensuring product teams build experiences that users love and buyers trust.

Execution Misalignment is Costing You Adoption—Let’s Fix It.

DM me to start a conversation and begin transforming execution into your competitive advantage.

Product Experience Architect

Sand Technologies

▪️ Product Management Coach - Provided leadership coaching and mentoring, assisted with staffing decisions, refined product vision and strategy, and supported product operating model transformation.

▪️ Interim Product Design Lead (May-Aug 2024) - Scaled the UX/design function and team. Maturing design processes and practices.

Product Coach & Interim Design Lead

Jeff Patton & Associates

Fractional Product Management coach. Providing product transformation coaching, training, and facilitation.

Senior Product Coach

Vizient, Inc

Established and managed a product management team and function. Accelerated the development and implementation of B2B SaaS healthcare data and analytics solutions.

• Collaborated with senior executives and customers to establish product strategy and roadmap for hospital and life sciences data interoperability solutions.
• Finalized migration of a legacy pharmacy data product to a scalable Azure cloud architecture with minimal disruption to business operations, resulting in an 85% reduction in processing time and lower infrastructure costs.
• Championed the creation of a Product Management Guild, a company-wide initiative that increased collaboration and learning opportunities for over 100 product managers.

Head of Product, Acentrus Specialty

Elsevier

Led a team of 10 geographically distributed platform product managers supporting a $500M global portfolio of healthcare clinical decision support, reference, and patient education products.

• Streamlined product development and delivery by implementing platform shared services across 20+ established global products, resulting in a 30% reduction in expenses.
• Launched PaaS content search product, powered by medical ontologies, ML, and NLP, supporting 5 million clinical queries per month.
• Developed electronic health record (EHR) interoperability solution (HL7/SMART/FHIR) for 5 products, resulting in seamless bi-directional data exchange with large hospital systems globally.
• Led cross-functional teams to deliver innovative enhancements for drug data and patient education products resulting in successful partnerships with major industry players such as Amazon Pharmacy and Apple Health, expanding market reach by 32%.

VP Product Management, Clinical Solutions Platforms and Drug Data

Upscaled product and user experience practices for flagship clinical reference product, ClinicalKey, including facilitating UX/UI design workshops, leading feature ideation, user testing, and analytics instrumentation.

• Spearheaded product operations improvements focused on frequent, experiment-based user experience (UX) enhancements, leading to a 90% increase in release frequency and significantly improved user engagement.
• Implemented product search result improvements that reduced physician time-to-answer by over 40%, leading to increased user satisfaction and more efficient decision-making.
• Pioneered product entitlements and asset royalty tracking solution that reduced product configuration effort and maximized royalty transparency, avoiding a costly multi-year re-platforming effort that would have required a $6M investment.

Senior Director of Product Experience

Amirsys, Inc,

Established and led product management, customer support, software quality assurance, and user experience design organizations through a period of 100% organizational growth.

• Maintained 98% domestic market share and NPS above 85 for flagship product, STATdx, over a period of 3 years.
• Led the ideation, development, and launch of an innovative human anatomy learning product for both B2B and B2C markets, securing contracts with key medical schools globally.
• Collaborated cross-functionally to develop and execute a product diversification strategy, resulting in a successful launch of 4 new products and contributing to a 20% YoY revenue growth rate.

Head of Product

Skybend

Head of Engineering & Design, Co-Founder

🔸 Challenge Convention. Elevate Experiences. 🔸
Shipping a product is not enough. If your user experience does not meet expectations, buyers hesitate, adoption stalls, and growth slows. Yet, too many product teams focus on delivery velocity rather than a product experience that wins both users and buyers.

This is where teams get stuck. Internal misalignment, shifting priorities, and slow decision-making lead to inconsistent product experiences that fail to deliver value. Teams drown in data, but without clarity on what truly matters, execution remains reactive, and user adoption suffers.

🔍 Cut Through the Noise. Follow the SIGNAL.
Your product should not just work—it should delight users and inspire buyer confidence. Yet, too often, execution chaos creates a fragmented experience.

● Users abandon products that feel clunky or confusing.
● Buyers hesitate to commit when the value is unclear.
● Teams focus on feature output rather than user experience impact.

The challenge is not building faster—it is building better. To create products that engage users, convert buyers, and drive market success, teams must shift from reactive execution to intentional experience design.

🎯 The Signal-to-Clarity Method™: Aligning Teams to Deliver Exceptional Experiences
Execution should never be the goal—it should be the means to deliver the experience your users deserve. The Signal-to-Clarity Method™ eliminates distractions and ensures that every decision aligns with the ultimate goal: creating a product that users love and buyers trust.

Here is how it works:
➡️ Find the signal—distill data into clear, actionable insights that drive meaningful product decisions.
➡️ Elevate experiences—align teams around what truly matters to users and buyers.
➡️ Accelerate adoption—deliver frictionless, intuitive, and high-impact product experiences that build long-term trust.

🥇 Win Users. Convert Buyers. Scale With Confidence.
When teams shift focus from execution to experience-driven impact, everything changes:
✅ Stronger user adoption—because the product experience is seamless and intuitive.
✅ Higher buyer confidence—because every feature reinforces real value.
✅ More predictable growth—because retention and expansion happen naturally.

📅 Let’s Talk
If your product is not delivering the experience your users and buyers expect, let’s fix it. Schedule a conversation at https://cal.com/natemjones/ghgc-intro, and let’s talk about how product experience clarity can help your team build products that win.

Nate Jones

Slow is smooth, smooth is fast.

A pattern I keep running into is teams jumping straight into polished screens because of “move fast and break things”. Sure, mockups look great, and stakeholder and user reactions are addictive.

But when the underlying flow hasn’t been considered and challenged, those shiny designs crumble. The cracks start in the details: missing states, clunky transitions, or logic that doesn’t quite match the real world.

This isn’t new, but AI has put this on tilt.

I love iterative and incremental. I can’t last five minutes in a product discussion without mentioning Good, Better, Best. Iterating your way into a solid user flow is damn hard. Adding is always easier than taking away.

Take a beat. Talk through and capture a simple flow.

I prefer user story maps, but a quick journey overview or even a plain old flowchart will give you the clarity you need. Mapping lets you see the end without having to design it.

You’re using AI design tools anyway. That map becomes gold. Feed it in as context.

A few minutes of mapping upfront really does make everything else go faster.

Product Experience Architect helping scaling organizations turn ideas into validated impact with products users love and businesses trust.

Once, I agreed to a Java programming contract, having never written a line of Java code.

I came across this Richard Branson quote recently and immediately thought about the “amazing opportunity” I said yes to many years ago.

It was Java Spring 1.0 (IYKYK, I didn’t at the time). A complete replatforming and commercialization of a free clinician-facing HealthTech product.

I wasn’t sure I could do it, but I was confident in my ability to learn.
I’d built products in various other languages and frameworks. I’d figured this out.

It turned out great.
It was one of the most successful, profitable, and longest-running HealthTech products I’ve worked on.

What’s one of your say yes and figure it out later just-in-time-knowledge moments?

Better for who?
Seth Godin reminds us that “When we lack the empathy to imagine someone else’s ‘better’, we’re on the road to frustration.”

In product development, we’re often lousy with ideas.
And we’re often lazy with describing and understanding who the idea is for.

Personas, or the equally effective yet more approachable proto-personas, are a fantastic way to build empathy and focus, and filter your product ideas.

Don’t let the jargony name scare you off. Capture:
🔸 Descriptor/Name – Category of users (Time-Pressed ICU Nurse); use an adjective to add depth, optionally include a proper name (Jane).
🔸 Demographics – Quick, insightful descriptors. What information helps bring this persona to life?
🔸 Behaviors/Beliefs – Environmental and personal values. What matters to them? Where do they use your product?
🔸 Needs/Goals – Top goals. What could they “hire” your product to help them with?

Now you can reference a specific user type when discussing an idea.

➺ A detailed patient summary view would help Jane, a time-pressed ICU nurse, efficiently transition patients at shift end and ensure continuity of care.

Founders, visionaries, idea people, sales folks, and product development people (ya, you too), that [potentially] killer idea you had last night, it makes the product better for who?

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Northrop Grumman

Senior Systems Engineering Manager

Leverage and implement AI to support PS business/ LMDS Division (as a start), thus positively impacting programs costs and schedule. 

Assigned by CIO to lead the implementation of an integrated engineering tools pools request that provides visibility to the requestor and approver on TIERs levels and cost impacts.

Assigned by Director of Production Planning to lead implementation of the new Kanban system in building FIN3 to support GEM63 (Amazon Kiper) program schedule and cost. 

Assigned by Director of Business Development to support the SMART Motor team with purchasing parts on time while meeting Cyber and Export Control regulations.

Implemented teams' skills matrix to align employee development and coaching with business needs and career growth. As a result, two people in the team were promoted, while another one moved to another department as he outgrew his current role.

Partnered with Propulsions Systems business unit (three sites in Utah, 4000 users) to achieve business goals while leading enterprise services' service improvements, and drive execution demonstrating achievements/critical metrics. 
•	Managed a yearly budget of $52.4 mil: $16.3 mil in engineering tools/ enterprise provided software, $9.6 mil in IWOs, $21.9 in CIO allocations, and $4.6 mil in business budget allocated to enterprise services.
•	Led the service and process improvements, reducing the number of escalations from ten/ week to less than three/ week.
•	Led and executed enterprise services costs reduction that in six months saved PS business $1.2 million in Engineering Tools costs, and $700K in miscellaneous costs while improving service quality.
•	Partnered with digital transformation, enterprise services, and business to discuss and develop an initial strategy to support factory of the future and 24/7 IT/ OT support.
•	Led a cyber team that planned and executed moving legacy manufacturing equipment and devices to the Northrop Grumman network to meet CMMC requirements

Senior Program Manager Enterprise Services/ Business Improvement

PSSC/ Minuteman III Ordnance program

Provided leadership, strategy, and direction to the program team while leveraging the skill sets of each team member, to successfully develop and meet program goals and plans as per contract objectives.

Responsibilities:
• Led the development and execution of program plan and IMS. Plans/ IMS schedule are aligned with contract objectives.
• Conveyed budget and scope to VSET leads (operations and engineering): scope, schedule and budget and follow up on execution with each VSET leads
• Coordinated the performance of program functions (such as supply chain, contract, finance, and operations) 
• Identified and assessed risk with appropriate mitigating actions
• Managed budgets and updated EAC performance for interval reviews
• Forecasted financial performance and staffing needs with input from the Operations and Engineering teams.
• Guided and provided feedback on repair line processes, materials, tooling, facilities and suppliers based on lessons learned and customer feedback.
• Drove technical excellence by setting program standards, working closely with technical team, balancing risk, and delivering performance.

Program Manager Air Force Programs, Minuteman III

Laborie

• Spearheaded innovative solutions that sped new resin and material qualification while fostering first-in-class operational efficiencies and engineering throughput; rebuilt failing teams to start and completed 26 projects within 1.5 years. 
• Being promoted within seven months from a Senior Engineering Manager to an Associate Director of Engineering. 
• Elevated engineering team credibility internally with successful process manufacturing improvements, CAPAs and NCRs completions, sustaining engineering, new product introductions, and production support. 
• Realized exceptional productivity with team of 14 manufacturing engineers, equipment technicians and molding technicians, designing and qualifying new equipment, improving processes. 
• Lead two engineering team organization optimization, reduction of production costs and improving FPY by using DMAIC and simple problem solving, PM and TPM implementation, and supporting daily production needs on an annual $8M budget.

Associate Director of Engineering

• Spearheaded innovative solutions that sped new resin and material qualification while fostering first-in-class operational efficiencies and engineering throughput; rebuilt failing teams to start and complete 24 projects within 6 months. 
• Elevated engineering team credibility internally with successful process manufacturing improvements, CAPAs and NCRs completions, sustaining engineering, and production support. 
• Realized exceptional productivity with team of 14 manufacturing engineers, equipment technicians and molding technicians, designing and qualifying new equipment, improving processes. 
• Lead reduction of production costs and improving FPY by using DMAIC and simple problem solving, PM and TPM implementation, and supporting daily production needs.
• Within first 6 months, started and completed 13 projects, some backlogged for more than two years and realized 95+% on-time projects delivery.
• Invited input from quality manager, production manager, and plant manager to develop engineering project portfolio with monthly visual reporting on KPIs and resource utilization, and focused outcomes on needs of business over individual demands.
• Rescued revenue (plus $4M) by completing new resin qualification in four months.
•  Created four parallel projects to qualify a new resin as a result of supply chain challenges because of Covid pandemic.
• Welcomed RA and Quality input to eliminate a 510K and BSI submission that will delay the qualification by minimum one year.
• Defined leadership strategy for engineering team composition, alignment, and skillsets, for business responsiveness.
• Developed skill matrices to train engineers on competencies required to serve 5-year business roadmap.
• Managed engineering team capacity to support new projects and daily production requirements.
• Managing engineering operations team to complete new technology transfer from California to Salt Lake City- in process and first time for this site

Senior Engineering Manager

Curtiss-Wright Defense Solutions

Once again returning to the military / defense contracting industry, I brought all my experience leading engineering programs (large teams and budgets) to bear on this engagement. Specifically, I led the business to grow revenue while driving operational changes that cut our costs considerably for this provider of commercial-off-the-shelf (COTS) tactical mission processors, network routers, Ethernet switches, and embedded board-level products. 

Our strategy was strong but scope creep was cutting into our margins. I took control of this project management issue with our engineering team, aligned them to an accountability plan, and grew our business 7 figures in 2 years. At the same time, we cut our development timelines and launched 3X new products. 

Of note, my operational strategies touched our top lines as well as our margins. I set rigid yet attainable operational goals, including eliminating backlogged engineering change notices (ECNs) and standardizing our approach to resolving technical failures. These changes moved our engineering team to functional leadership within the company. 

Overall, my leadership strategy elevated not only our functional contributions but also our visibility to our customers, in that improving the way we solved technical problems internally rescued international client relationships as well continued to serve our domestic customers. I am certain that the training and development / team leadership I infused into our department gave our team the lift it needed to showcase our competencies and support the company overall. Equally important, I led the site relocation from Utah to Canada.

Executive leadership: Executive strategy | Customer engagement | Revenue growth | Team development | Team accountability

Moog Medical Devices

This program manager role was my second in the medical device industry. Although I was quickly recruited into my next position, I brought a novel perspective to engineering leadership that had a few enduring impacts. 

Substantively, I worked with the engineering, management, and executive teams to identify the roadblocks to product development and management of scope. Through strategic communication and clarity of messaging, I set the tone to achieve one key product’s first significant advancement in product development in 2 years. 

On the back end, I developed a strategy to manage engineering sustaining projects—management of upgrades and fixes to maximize or extend their utility and market value. When I arrived, there was no clear, centralized program for handling product lifecycles, so engineering resources were stretched thin. I worked with the team to identify where the maintenance and upgrades overlapped, which enabled us to redeploy 50% of the engineering hours previously dedicated to overseeing these product revisions. As an engineering team, we became faster, leaner, and much more productive as a result.

I also believe that my institution of an Agile process, superseding our prior waterfall approach, not only influenced our ability to align our existing resources efficiently but also allowed us to move more quickly and accelerate delivery beyond the levels previously believed possible.

Executive leadership: Vision | Executive strategy | Engineering program management | Operations leadership

Senior Program Manager Enteral Pumps Product Line

Stryker

Once again extending my executive leadership, I moved into the first of two positions in the medical devices industry leading engineering project management. Coalescing my executive leadership to achieve strategic performance goals, I once again contributed to product launches as well as atypically enabled the engineering team to directly influence sales.

On the product management side, I influenced our executive team to understand the underlying causes of significant delays with a technology valued at 8 figures. The keys to these conversations were transparency and clarity: Giving the executive leadership team my detailed assessments helped them understand the reasons for the setbacks—and provided lockstep pathways forward toward commercialization.

My contributions to the internally facing teams were just as impactful. For example, by categorizing and tracking our technology mandated to expire by FDA regulation, we had a dashboard tool that monitored potential for sale of these products into other countries according to their local regulatory environments. We thus eliminated aging product from our warehouses (without consigning FDA regulatory-expired but still valuable materials to unsellable status) and increased the top line. The development of this project centered on analysis but succeeded through exceptional communication across engineering, product management, and executive strategic teams.

As well, I implemented a number of technologies that tracked additional resource data about our inventory, process, and products. Equally important, I led a product line relocation within Utah.

Executive leadership: Product design | Product engineering | Program management | Executive strategy | Executive communication | Stakeholder management

Senior NPI Project Manager

NetDocuments

Highlighting the diversity of my engineering executive leadership and project management abilities, I took on a product manager position in the IT industry.

As NetDocuments’ newest search function that had been in stasis for a few years, I combined product leadership with program management to jumpstart development (layering new technologies into the product) and define a timeline for launch. Interestingly, as much as the new Microsoft ESP platform was novel to the organizational overall, it was my direction of the culture shift and alignment to the goal that got the project back on track and moving through its planned timeline and budget milestones.

Along those same lines, and during this time, I also shifted into a more customer-facing persona, working with the team to resolve stagnating client complaints and to rescue clients’ business. Again, this was more of a cultural and philosophical shift, through which I offered up an elevation of existing leadership to resolve the issues and save the client relationship.

Finally, I launched datacenters in Australia and UK—without ever leaving our home office. By gathering information on what had been explored before and fitting those data points into a comprehensive analysis of what still needed to be done by local vendors and internal teams, I created a seamless and fully remotely led plan that accomplished our goals.

Executive leadership: Remote strategy | Program Management | Project Management | Milestones | Scheduling | Budgeting | Agile / Scrum

Information Technology / SaaS: Senior Project Manager

L3 Communications

I was hired as an operations program manager to lead 28 projects (capital, international, Homeland, repairs) valued up to several millions of dollars each. My strategies centered on engineering and manufacturing efficiencies, to maximize project values for L3’s bottom line as well as to increase our customers’ commitments to working with us as partners on DOD-critical projects.

My leadership centered on improving project timelines and costs while delivering to customers as contracted. With strong, transparent communication, and an unshakable dedication to success, we exceeded profitability goals and a great number of time schedules, while achieving superior quality metrics (case in point: ask me about how we compressed a 3-month repair of Air Force One into a single day).

Executive leadership: Risk identification | Project management | Production scheduling | Profitability | Cost controls

Operations Program Manager III

Executive Strategist I Engineering Program Visionary I Operational Excellence I Corporate Profitability

Professional Brand: Serve, Learn, Do

Continuous learning is a necessity for me. My philosophy is that if I stop learning then is game over. 

As a leader I want to use my skills, experience, and knowledge to help the business, maximize profitability, provide quality products and expand by retaining customer confidence. I am adept at streamlining processes so people can do their job easier. Providing stability in the workplace so that employees can support their families and contribute to the success of the business is a priority for me.  I have the ability to build cohesive teams that function together at the highest level of effectiveness.

I am a professional with over 20 years demonstrated history as a high performer working in various roles such as Operations, Engineering, and Program Management in various industries and technologies (8+ in DoD. My contributions include saving companies' money $ multi millions).

I have 10 years of experience in Program Management, 7 years in Design Engineering, and 10+ years in Manufacturing and Operations. I am well-rounded with Experience in all phases of program leadership, including: Research and Development, program start up and Engineering and Manufacturing Development (EMD), Full Rate Production (FRP), IRAD and CapEX funds, technology transfer and ramping up production to meet sales, EVMS, Costs and schedule control, aging and repairs, and DoD proposals.  My experience includes working with FFP, CPFF, CPAF contract structures.
 
Education: BSME, MBA in Tech Management and Commercialization, Master Project Management certificate, and Lean Manufacturing certificates.

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Nate Jones

Elena Balasa, MBA

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