I find the highest-leverage friction, make the platform bet, and scale the fix.
Fawn Apgar. 15+ years in product and technology, 7+ years leading PM teams, across infrastructure, AI, and developer productivity.
Orange County, CA · Open to remote and hybrid
I own product strategy across the full software development lifecycle for engineering organizations at scale: how code gets written, tested, secured, shipped, and operated, and how AI changes each of those steps.
At Twitch, I led platform product for an organization of 1,200+ engineers at peak. I set direction and investment across delivery infrastructure, observability, security tooling, and data platform tooling, and I built and coached the six-person PM team that executed it. Where the work landed:
- Build
- Led the org's generative AI adoption strategy to 88% developer adoption, up to a 40% month-over-month increase in PRs merged to main for teams adopting at scale, and $21M in realized and projected savings.
- Ship
- Built a cross-platform delivery framework that cut mobile release time in half while growing the contributor base by 55%.
- Secure
- Set the secure-by-default infrastructure standard that is now the org-wide default. Partnered with security leadership on the company-wide identity initiative, setting product direction for cross-device authentication, mobile app policy, and SCIM provisioning, which took every employee from multiple sets of credentials to one.
- Operate
- Built a first-party observability platform and cut oncall burden by 50% with an internal support bot.
- Support
- Took a GenAI-powered support product from 0 to 1, reaching a 60% containment rate in 3 months and $1.8M in projected savings.
I grew the platform PM team to six through direct hires and inherited teams. As each team joined, I redrew ownership around strategic outcomes using a pod model: an engineering lead, PM, data scientist, and UX designer, plus a program manager where needed. Every problem space had a named set of decision makers. With the PM-to-engineering ratio we had, each PM owned multiple domains, so I co-led a workshop with the Director of Technical Program Management to document roles and expectations inside each pod. We kept revising that document as staffing and configurations changed.
I also introduced a quarterly roadmap review cycle across the platform org, built on a shared roadmap placemat template. When it launched, junior PMs needed about two quarters before they could run reviews with senior leadership on their own. By the end, my newest Sr. PM was building and leading that review within one quarter.
Outside my team, I spent three years mentoring women across engineering, product, and program management.
Earlier, at Maximus, I grew a one-person digital communications function into a seven-person practice shipping AI virtual assistants for government healthcare, including a 10-day emergency response to the COVID unemployment surge that the NC Governor's office recognized by name.
I'm looking for a new opportunity where developer productivity is run as a product: owned with engineering leadership, measured, and funded accordingly.
Outside of work, I’m drawn to interior and fashion design, where structure and balance matter just as much as they do in product. I travel whenever I can, read constantly, and knit and sew. Check out my latest obsessions on Goodreads and Ravelry, linked in the footer.
Hiring for a platform or product role?
I'll come ready to talk about your team's hardest problem.