I help early-stage companies with traction and engineering capacity turn ambiguous customer and business opportunities into clear product strategy, prioritized roadmaps, and measurable execution.
I typically step in when the company already has meaningful opportunity and capable builders, but product decisions are becoming harder and more consequential.
The business has traction, but too many product decisions still depend on the founder or CEO.
There are more customer, growth, and product opportunities than engineering capacity—and the roadmap needs sharper tradeoffs.
A new product, business line, or customer segment needs to move from ambiguity to a validated MVP and measurable learning.
Engineering and design are in place, but the company needs product direction, decision cadence, and cross-functional alignment.
Where to play, what to build, what not to build, and how product choices connect to business outcomes.
Discovery, customer problems, MVP definition, launch strategy, and learning loops for new products and business lines.
Conversion, retention, monetization, acquisition efficiency, and experiments tied to the economics of the business.
Prioritization, roadmaps, metrics, and decision cadence across product, engineering, design, data, and go-to-market.
Shifted an inherited roadmap toward discovery and a predictive insurance product.
Led a new banking product from concept through launch and early scale.
Converted a dead-end customer segment into a meaningful business lever.
Ongoing senior product ownership, typically 12–15 hours per week over an initial 90-day engagement. I focus on strategy, prioritization, roadmap decisions, major initiatives, and leadership alignment while staying close enough to execution to drive outcomes.
A focused 3–4 week engagement to assess the customer, product, opportunity, metrics, and key tradeoffs—ending with a prioritized strategy and 90-day execution plan.
I’ve led product work across fintech, insurance, healthtech, marketplaces, and consumer technology. My career has consistently centered on ambiguous, high-impact problems: determining where to invest, launching new products from 0→1, improving growth and unit economics, and aligning engineering, design, data, and go-to-market teams around the right priorities.
My style is strategy-first but hands-on. I’m comfortable defining product direction with executives and then working directly with the team to turn that direction into customer learning and shipped product.
Share a little context and I’ll get back to you directly. No pitch deck or formal brief needed.