Working at the intersection of product, systems, and strategy.
I turn ambiguity into product direction and working systems, especially where technology, operations, regulation, and business constraints have to work together.
Open to selected hands-on product leadership roles that combine product strategy, technical depth, and people leadership.
How a regulatory risk in China became a customer migration spanning eligibility, onboarding, operations, a local payment partner, and thirteen product and engineering teams.
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AI can make an answer look finished before the thinking is finished. Product judgment is the work of knowing when to keep questioning it.
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What a struggling team and a growing Product organization taught me about readiness, capability, and choosing the right intervention.
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Almost half of a core transaction table came from a behavior that had been running for years. Before we could remove it, we had to understand everything else that might have quietly come to depend on it.
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A search ranks results against one side's criteria. A match has to work for both sides — and sometimes one hard boundary matters more than a high overall score.
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Moving from leading practitioners to leading team leaders changed the job. I still needed enough context to steer, but not every decision could keep passing through me.
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ChatGPTResearch, structured critique, synthesis, and iterative product work — with review and judgment kept explicit.
LovableExploring interface direction and prototyping product shape before production decisions are made.
GammaDrafting narrative structure and presentation flows, followed by evidence and editorial review.
PostHogProduct analytics and behavioral evidence — understanding how users move through a product and where assumptions need validation.
My career has moved between deep hands-on product work, building professional functions, and leading multi-team organizations. I’m strongest in roles where product strategy, technical complexity, and developing people all matter at once.
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