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Board · Strategic Advisor · Chief Product Officer

Product leadership calibrated to what the moment actually requires.

Some situations need a board seat. Some need a strategic advisor on speed dial. Some need a full-time Chief Product Officer embedded in the org. The scope flexes. The standard of work doesn't.

When This Applies

The value-creation thesis is clear. The product operating model isn't built yet.

01
Post-acquisition gap
The previous product leader isn't the right fit for the next chapter. The team needs direction before a permanent Chief Product Officer is hired — and can't wait six months for one.
02
Growth inflection
The company has outgrown how product was run at $10M ARR. You need someone who has built product orgs at scale and can do it again — fast.
03
Pre-exit acceleration
18–24 months from exit. The product narrative needs to be tighter, the roadmap more defensible, and the team's execution more visible to acquirers.
What I Build

The operating model your team runs on.

Whether I'm on the board, on retainer as a strategic advisor, or embedded as a Chief Product Officer, I own real deliverables and build systems that keep working after the engagement ends. The altitude shifts. The outcome — a product org that runs on a system, not on heroics — does not.

Roadmap ownership
End-to-end product strategy and roadmap — sequenced against the value-creation thesis, communicated to the board, and owned by a leader who can defend every prioritization decision with precision.
Operating model build
Repeatable processes for discovery, prioritization, sprint execution, and release. The org stops running on heroics and starts running on a system — scaled without adding headcount.
Org design & talent strategy
Org design matched to the growth plan. Role definitions, leveling frameworks, hiring criteria, performance management, and PM mentorship. 40+ PMs led across past orgs.
Go-to-market alignment
ICP definition, segmentation, competitive positioning, pricing, and launch planning — so product decisions are wired directly to revenue motion, not decoupled from it.
Investor reporting
Product narrative that holds up in board meetings and LP updates. Roadmap decisions connected directly to the value-creation thesis — not just feature lists.
AI workflow deployment
Every engagement includes deployment of the agentic workflow platform. PMs operate at higher leverage from week one — not after a 90-day AI strategy exercise.
Engagement Models

Two ways to structure the work.

Monthly Retainer
Ongoing partnership
Consistent presence, priority access, and proactive opportunity identification across a defined set of hours each month. Suited for multi-quarter transformations.
Consistent weekly presencePriority accessExecutive check-ins
Defined-Term Engagement
Targeted intervention
Scoped engagement with clear deliverables and a defined end state. Suited for post-acquisition stabilization, pre-exit narrative sharpening, or operating model build.
Defined scope & timelineClear deliverablesClean handoff
Discuss your situation

Every engagement includes full deployment of the AI platform. PMs operate at higher leverage from week one — not after a 90-day strategy exercise.

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Operator On Call

Need an operator who's
been in the chair?

I take a small number of advisory and leadership engagements at any one time, so every client gets direct access and real ownership. Tell me the business, the stage, and where the product work is stuck.

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