Tyler has been at Braze for 7+ years across Business Operations, Learning & Development, People Operations (HR), and Finance – working with the Executive team to scale the business from ~60 to 1,300 employees (and counting).
Tyler joined Braze in 2015 to build the company’s first new hire onboarding and sales enablement programs and processes. He has a proven track record of identifying business gaps and pivoting to new responsibilities to fill those needs – including starting the People Operations team in January 2016, creating customized new hire onboarding and manager training programs (“BrazeU”) in January 2018, and establishing the Business Operations function in August 2019. Tyler's role in Business Operations expanded in August 2020, as he was also named the first Chief of Staff to the CFO. Thirteen months later, Braze officially became a publicly-traded company (Nasdaq: BRZE) in November 2021.
In Tyler's current dual role (Senior Director of Business Operations & Chief of Staff to the CFO), he leads program and project management of strategic initiatives for the CEO, CFO, General Counsel, and Executive team – navigating the business with agility and guiding cross-functional global senior leaders from collaboration to execution. Please see the "Experience" section below for specific programs and projects.
Prior to his time at Braze, Tyler was at Salesforce in Sales Leadership Enablement, Sales Enablement, and Post-Acquisition Integrations. Prior to Salesforce, he was at Buddy Media (acquired by Salesforce in 2012) in Project Management and Business Operations.
Tyler graduated from Syracuse University with a Bachelor’s Degree in Sport Management and Strategic Business Management. From 2015 to 2018, he served on Syracuse University’s Sport Management Advisory Board (David B. Falk College of Sport & Human Dynamics).
Tyler’s passions outside of Braze? Proud husband and father first. NBA and Brooklyn Nets enthusiast second.
In my dual Business Operations-Chief of Staff role at Braze, I simultaneously lead numerous strategic programs and projects for our Executive team. To anticipate potential roadblocks for our senior leaders, I developed a simple tool called my "Waiting-For List", which has become as important as my "To-Do List.” While my To-Do List tracks the top action items I am working on (and will be working on thereafter), my Waiting-For List tracks the top action items I am waiting on for others to complete. I start each day by going through my Waiting-For List. If I notice deadlines are approaching without others having already taken action, I strategically reach out with relevant, timely, and actionable messages to set them up for success. This sets the standard with Executives at Braze that my messages are sent with the intention to help me help them to help the business.