TINA DAO

"Building paths to strong exits and lasting impact"

We call ourselves architects because we believe that great organizations need the creativity of an artist with the precision of an engineer.

As a Success Architect and Fractional Chief Operating Officer at Liberated Leaders, I bring more than 25 years of leadership experience at companies like Amazon, Fitbit, and Walmart to the growth stories of North Carolina businesses—helping entrepreneurs, business owners, and decision-makers scale entrepreneurship, define technology strategies, and ultimately architect a business exit.

Before Liberated Leaders, I served as COO and VP of Global Business Operations & Strategy, Global Technology Platform, dividing my time between (a) evolved global governance and portfolio management for Walmart’s 2,800-person global technology platform organization, and (b) led a 250-person strategy and operations (BizOps) team in helping bring to life the company’s goal of “creating the next retail disruption.”

Prior to Walmart, I operated as vice president of employee experience and chief of staff to Getaround’s CEO, where I had a hand in enabling a future where all cars are shared. Getaround’s instant and keyless car-sharing mobility solutions work via patented hardware / software platforms and industry leading mobile apps that help communities around the world reduce their vehicle footprint and share underutilized resources.

Earlier, I held business operations and product engineering leadership roles at Fitbit, where I played a role in transforming and scaling hyper growth as the company matured from a 300-employee, pre-IPO wearables darling, to a publicly-traded, 1,900-employee powerhouse. My leadership at Fitbit ranged from advancing the company’s product development practices, materials, and manufacturing processes, to helping reinforce its market position as a consumer services and enterprise health brand.

When I began my career, it was more hard hats than technologies, but the principles of rallying resources around a profit-focused goal remain central to building an operational backbone that efficiently scales companies through growth.

Recognized as a “force of nature” in my work across Europe, Asia and North America, I began my career in the U.S. Navy, where the men-to-women ratio was greater than 10:1. That experience made me a lifelong advocate for gender equality in technology.

"Building paths to strong exits and lasting impact"

We call ourselves architects because we believe that great organizations need the creativity of an artist with the precision of an engineer.

As a Success Architect and Fractional Chief Operating Officer at Liberated Leaders, I bring more than 25 years of leadership experience at companies like Amazon, Fitbit, and Walmart to the growth stories of North Carolina businesses—helping entrepreneurs, business owners, and decision-makers scale entrepreneurship, define technology strategies, and ultimately architect a business exit.

Before Liberated Leaders, I served as COO and VP of Global Business Operations & Strategy, Global Technology Platform, dividing my time between (a) evolved global governance and portfolio management for Walmart’s 2,800-person global technology platform organization, and (b) led a 250-person strategy and operations (BizOps) team in helping bring to life the company’s goal of “creating the next retail disruption.”

Prior to Walmart, I operated as vice president of employee experience and chief of staff to Getaround’s CEO, where I had a hand in enabling a future where all cars are shared. Getaround’s instant and keyless car-sharing mobility solutions work via patented hardware / software platforms and industry leading mobile apps that help communities around the world reduce their vehicle footprint and share underutilized resources.

Earlier, I held business operations and product engineering leadership roles at Fitbit, where I played a role in transforming and scaling hyper growth as the company matured from a 300-employee, pre-IPO wearables darling, to a publicly-traded, 1,900-employee powerhouse. My leadership at Fitbit ranged from advancing the company’s product development practices, materials, and manufacturing processes, to helping reinforce its market position as a consumer services and enterprise health brand.

When I began my career, it was more hard hats than technologies, but the principles of rallying resources around a profit-focused goal remain central to building an operational backbone that efficiently scales companies through growth.

Recognized as a “force of nature” in my work across Europe, Asia and North America, I began my career in the U.S. Navy, where the men-to-women ratio was greater than 10:1. That experience made me a lifelong advocate for gender equality in technology.