Product leadership, for a fixed scope and a defined outcome.

You know something is wrong with how product operates but the diagnosis is contested. Or you're about to invest in a new hire, a reorg, or a platform bet, and want an outside read first.

I work with your product, engineering, sales, and executive team, read the roadmap and the last two quarters of delivery, and sit in on the meetings where decisions actually get made. You get a written assessment of what's constraining product, what it's costing in revenue or margin terms, and a sequenced plan — including what you should do yourselves.

You have a product team and a roadmap, and still can't answer a board question about why you're building what you're building. Adding something mid-quarter costs nothing, so everything gets added.

I install an annual product investment plan aligned to the budget and strategy you already build — denominated in capacity rather than a list of initiatives, because a list absorbs infinite additions and a fixed pool cannot. Alongside it, a product-led quarterly business review in two halves: what was planned versus completed and whether the work produced the outcome it was funded to produce, then next quarter's plan with tradeoffs worked live until there's executive commitment.

Two safeguards keep it from decaying: a written tiebreak naming who decides when executives don't align, and a defined path for genuine in-quarter change.

Best installed in Q3 or Q4, alongside next year's planning cycle.

You cannot answer basic questions about your own product — which capabilities are used and by whom, which customers are at risk and why, what the field is losing deals on.

I instrument the product for usage and adoption, stand up in-app feedback and CSAT, and bring together the signal you already generate but don't synthesize: support themes, win/loss reasons, churn and expansion patterns. The instrumentation is the easy half. The work that matters is defining what each signal means, what thresholds trigger action, and how the evidence feeds your investment decisions — so it changes what gets funded rather than filling a dashboard nobody opens.

This is not a tool implementation. The platform — Pendo or another — is an input. What I install is the decision system around it.

There is no product function, or there are product managers without an operating model around them. Often following an investment, a founder transition, or a step-change in scale.

Operating model, governance, roles and hiring profiles, planning and prioritization rhythm, discovery practice, and the tooling to support it — built alongside your team rather than handed over as a design, because a product function that arrives as a document does not survive its first quarter. You end with a working function and either a hired product leader or a credible plan to hire one.

You need senior product leadership in the room now — for a board cycle, a transition, a turnaround, or while you search for a permanent CPO.

I hold the seat: strategy, roadmap, executive and board communication, team leadership, and the hard calls. I represent product to your board and your investors, and I set a successor up to inherit something that works rather than a vacuum.

Standing access for a CEO or product leader. Regular working sessions, board and investor preparation, and availability between them.

A deal closed and the product questions are open: portfolio strategy, overlap, pricing and packaging, contract structure, migration path, and what to tell customers and the field.

I run the product side of integration and leave you with a decided strategy that has an owner and a timeline, not a set of options.

You're evaluating an acquisition and need a product read that goes past the demo and the deck.

Roadmap credibility, technical debt exposure, product organization strength, pricing durability, retention and expansion mechanics, and the realistic cost and timeline of integration — in a written memo with the risks that matter and the questions worth asking before signing. An AI readiness assessment can be added.