Twenty years leading business, product, and experience across hospitality and travel – where the experience is the product. Most recently Chief Experience Officer, carrying The Infatuation through its acquisition by JPMorganChase. Now, through Óptimo, I do it for founders and teams at their hardest moments of change.
Across the business, the customer, and the product – where the experience is the product.
Org led across five continents, with VPs and senior directors reporting to me.
Budget owned – resources optimized, spend focused.
Engaged users, built from zero on the platforms I directed, designed, delivered.
The hardest moments in a company's life aren't the failures – they're the successes. Scaling past product-market fit. Being acquired. Launching. Consolidating. A leadership change. That's where the business, the product, and the customer experience pull apart – and where I do my sharpest work.
“You’re scaling or integrating, and no single leader can hold the business, the product, and the technical org at once – so decisions stall and someone referees instead of building.”
I came in leading a team of two and grew it to eighteen across five countries – then was handed the product org itself: 100-plus people and five VPs and directors, spanning product, design, design engineering, and AI. Through the post-acquisition integration I stood in as technology leadership, set the company’s OKRs and operating cadence, and built the category strategy that made a new consumer vertical a lead driver of card-business growth.
From leading a team of 2 to running the product org.
Budget owned.
Ecosystem my category strategy drove card growth across.
“You’ve got the audience and the ambition – but your content, bookings, benefits, and customer identity all live in separate places. Nothing compounds, and the spend you’re betting on never shows up.”
A Fortune 500 was betting on dining to drive a step-change in card spend, but the pieces were disconnected. I owned the strategy and directed the build – a full replatform that pulled content, reservations, and a previously separate benefits system into one integrated hub, with authentication and account-linking built from zero underneath. On that foundation I shipped personalization and designed an AI concierge that became the product strategy going forward.
Authenticated accounts, built from zero.
Content, reservations, and benefits unified into one hub.
Personalization shipped; the AI concept became the go-forward strategy.
“Scaling is quietly costing you the quality your customers loved. The roadmap optimizes the demo – and loses the person it was built for.”
A full iOS and Android relaunch, with a new go-to-market – without letting the bar drop as it scaled. A design system, end-to-end flows, and a relentless customer standard built into the process, not bolted on after. Downloads and new users climbed, and 30-day retention broadly held as the base grew.
Monthly downloads.
Sign-up rate.
Monthly active users, each month.
Full context, process, constraints, and outcomes on request.
Started in Nebraska, Colorado, Hawaii, St. Croix. Navigated 15 countries before landing in Singapore, Germany, Miami. Now between New York City, Switzerland, and Mexico → working globally.
The arc of my journey reads customer experience → design → product: all with business leadership and hospitality/travel at the core. A pattern that repeats itself: leading design, earning the product org, and being asked to step into company strategy and leadership. At every company, the job kept growing – I'd lead one thing, then get handed the next. I don't sit still well. Ask anyone I've worked with.
Before 2019 – founding and operating roles plus product, customer-experience, and hospitality leadership: EveryBell, Cognita Schools, HRS Group, Four Seasons, and Intuit. Request résumé →
I read a business by where it drags, not where it hurts. A customer-experience problem is usually an ownership problem. A drifting roadmap is usually a revenue problem. An AI ambition is usually a data-and-identity problem – most companies want AI features; far fewer have built the foundation AI actually runs on. My job is to find the layer creating the drag and rebuild what the business has outgrown – not by adding process, but by making the system visible enough that decisions move again.
I start with the business itself – strategy, org design, how decisions get made, and the budget that funds them. Then the experience: what the customer, user, or guest actually meets. Then the product and the craft that delivers it. Most executives own one of the three. I've led all three, and I hold them together exactly when scale is pulling them apart.
Embed with your company, step into an executive seat, or sit on your board. Whatever the setup, the bar stays the same. You get someone who finds where the business, the product, and the customer have pulled apart, and holds them together exactly when scale is pulling them apart.
Also open to select executive, fractional, and board roles – Chief Experience, Product, Design, or Operating Officer, VP, and senior operating seats, most useful on operating model, strategy, resourcing, at moments of growth, integration, reset, or transition.
Let's talk →For executive, advisory, board, or fractional work, for Óptimo, or for speaking – reach out directly. No deck, no pitch. Just the work. I read every message.
megan@meganeisen.com →Find me in
New York City
Zurich / Zug, Switzerland
Mexico City / Cabo, Mexico
“Scaling is quietly costing you the quality your customers loved. The roadmap optimizes the demo – and loses the person it was built for.”
A full iOS and Android relaunch, paired with a new go-to-market – treated as one motion, not a design pass and a marketing pass.
A design system and end-to-end flows built so the quality bar lived in the system, not in any one reviewer.
A relentless customer standard built into the process – the person the product was for stayed in the room as it scaled.
Delivery instrumented so downloads, sign-ups, and retention were watched together, never traded off against each other.
Monthly downloads.
Sign-up rate.
Monthly active users, each month.
30-day retention, broadly, as the base scaled.
Quality that scaled with the product, instead of being spent to ship it.
Real screens, the clickable prototype, and the design system – the walkthrough goes deeper.
