Reprally

Through my founder community work, I connected with a friend who was building a three-sided marketplace and scaling rapidly. They were looking for someone with experience in both marketplaces and startups. I joined as an AI consultant, and the role quickly expanded — I ended up managing their technical and design teams directly as Head of Product.

Reprally is a three-sided CPG marketplace connecting emerging brands with a network of independent sales reps who get those brands placed and distributed into brick-and-mortar and independently owned retail stores. It sits at the intersection of brand discovery, field sales, and retail distribution — three sides that each have very different needs and incentives.

I shipped several things during my time there. The biggest was overhauling SLA enforcement — developing new policies, tracking mechanisms, and data architecture to reduce SLA violations from brands. I also built out self-service portals so brands, reps, and stores could manage more of their own accounts without relying on internal ops. And I worked through a potential path toward a more managed marketplace model on the rep side, which would have changed the economics and quality control of the platform significantly.

The company was achieving meaningful monthly GMV during my time there. Beyond the metrics I can share, the bigger value for me was the experience of working within a larger organization where I wasn't the lead. I had to manage expectations across multiple teams focused on different personas and features within the platform — a very different dynamic than being the CEO of my own company, and one that taught me a lot about operating within a structure rather than building one from scratch.

One of the things I'm most proud of at Reprally was helping transform the organization's relationship with AI. I organized an internal hackathon focused on AI development and pushed to get all teams involved — not just engineers, but operations, sales, and support. The goal was to encourage everyone to start learning these tools and building with them, not just delegating AI to the technical side. It was about shifting the culture toward being AI-native across the entire organization.