Expertise
Strategy, technology and execution, aligned
The hard part is rarely strategy, technology or execution on its own. It’s getting them to line up.
Most of my work lives where those three meet. Below are the situations I’m most often brought into, how I approach them, and what you can expect to have at the end.
Product strategy & operating models
From competing priorities→ One product direction, with clear owners
The situation
Priorities compete, the roadmap reflects whoever asked last, and product, technology and operations each hold a different picture of what matters. Sometimes there is no real product function yet, and the work needs one.
How I approach it
I start with the decisions the organization keeps struggling to make, then build the direction, ownership and prioritization that make those decisions easier. The operating model is shaped around how your teams actually work.
What you can expect
A direction leadership can repeat, a roadmap tied to outcomes, and a way of making product decisions that holds up after I step back.
Illustrative deliverables
- Product vision and strategy
- Strategic roadmap
- Prioritization framework
- Operating model recommendations
- Governance and decision rights
Typical engagement
Advisory or a focused initiative, sometimes followed by interim leadership.
Discovery, incubation & validation
From an uncertain idea→ An evidence-backed decision
The situation
There is a promising idea, a new market or a problem nobody has fully defined. Committing a team and budget feels premature, but waiting has a cost too.
How I approach it
Behavioral research, opportunity framing and fast learning prototypes, with each step designed to answer a specific question. AI speeds up synthesis and prototyping. People make the calls.
What you can expect
A clear recommendation to build, change course or stop, with the evidence behind it and a plan for what comes next.
Illustrative deliverables
- Discovery synthesis
- Opportunity framing
- Validation plan
- Learning prototypes
- Evidence-based recommendation and handoff
Typical engagement
Usually a focused, time-boxed initiative.
Applied AI & intelligent workflows
From AI looking for a use→ AI applied where it earns its place
The situation
Leadership wants an AI strategy, teams are experimenting in pockets, and it is hard to tell which ideas matter, which are feasible and which create new risk.
How I approach it
Start with the work, not the model. I map workflows and decisions, find where AI can genuinely help, test feasibility with working prototypes, and design the human review points from the start.
What you can expect
A short, prioritized list of use cases, a candid read on feasibility, and prototypes that make the opportunity concrete.
Illustrative deliverables
- AI opportunity assessment
- Use-case prioritization
- Feasibility exploration
- Prototype concepts
- Human-in-the-loop workflow design
Typical engagement
Advisory or a focused initiative.
Experience & platform transformation
From fragmented tools and handoffs→ An experience designed around the work
The situation
Employees or customers have to navigate too many systems, interfaces and handoffs to get one thing done. Each platform makes sense on its own. Together, they don't.
How I approach it
Observe the real work, find where the experience breaks down, and set a direction that connects platforms, data and teams around the people using them.
What you can expect
An experience strategy with a clear principle behind it, a prioritized plan, and cross-functional teams aligned to deliver it.
Illustrative deliverables
- Experience strategy
- Platform opportunity assessment
- Cross-functional alignment
- Delivery planning
Typical engagement
A focused initiative or a longer engagement.
Engagements
Shaped around the problem, not a package.
Strategic advisory
Ongoing counsel for an executive or leadership team working through a product, technology or AI decision.
Focused initiative
A defined problem with a clear scope: a strategy, a roadmap, an operating model or an AI assessment.
Discovery & incubation
A time-boxed effort to test an idea with real evidence and arrive at a recommendation you can act on.
Interim product leadership
Senior product leadership while you hire, restructure or get a critical program moving.
How it starts
- 01
A conversation
We talk through the problem and what's at stake. No pitch deck.
- 02
A shaped proposal
Scope, approach and what a good outcome looks like, agreed before work begins.
- 03
The work
I lead it directly. Trusted specialists join when the work calls for them.
- 04
A clean handoff
Decisions, artifacts and next steps your team can own.
Tell me what you’re working through.
A complicated product decision, a stalled initiative, an idea worth testing or an AI question you want a straight answer on. The first conversation is just that: a conversation.