About
The person and career behind the work.
I'm a senior product leader with roots in software development and systems analysis, and a career built around products where the difficult part is rarely just the interface.
Starting point
I started in software development and systems analysis before moving through enterprise delivery, team leadership, SaaS platforms, fintech, and financial infrastructure. That path still shapes how I work: I go deep enough into APIs, data flows, operational constraints, system behavior, or regulation to understand what is really driving a product decision — then bring that back to the customer, the business, and the teams that have to make it work.
Outside work, I’m a father of twins — a useful daily reminder that priorities, clarity, and time all matter.
The work I gravitate toward
The recurring pattern has been products where the user experience depends on systems and teams behind the screen: money movement, banking integrations, risk controls, operational workflows, and technical platforms that have to behave reliably under real-world constraints.
Financial infrastructure has been the deepest recent expression of that work. At OM2 and Payoneer, seemingly simple product experiences often depended on pricing, money movement, banking APIs, treasury operations, compliance, and reliability working together.
In that kind of environment, the backlog is downstream of the harder work: creating a decision framework that several teams can execute against without losing the original intent.
Career in context
NetwiseEnterprise systems & delivery
AmdocsTelecom & enterprise platforms
EveryMatchSocial network / B2B2C SaaS
OM2Real-time fintech & ventures
PayoneerCross-border payments & financial infrastructure- NowProduct Research & Prototyping
Open to selected senior product leadership opportunities.
How I operate
I like making the problem legible before rushing toward a solution. What do we actually know? What are we assuming? Which constraint is structural, and which can be changed? Who needs to be part of the decision? What evidence would materially change the direction?
The aim is a decision that remains coherent when it meets technical reality, operations, regulation, and commercial pressure.
Leadership in context
My leadership experience combines direct people management with product direction across teams I did not manage.
At Netwise I established and led the systems-analysis function. At Amdocs I led a 30-person R&D organization. At EveryMatch, as the first hire and an executive-team member, I owned product vision and roadmap as the company evolved toward a configurable B2B2C SaaS platform.
Those roles taught me that leadership changes with context. Sometimes it means direct management; sometimes it means establishing direction across teams and partners without formal authority. Often it means both.
Current practice
More recently, I've been using AI in product research, technical investigation, prototyping, and structured analysis. I see it as an extension of the same product practice, not a new professional identity. The tools are new; the underlying work is still about evidence, trade-offs, systems, and judgment.
I'm most interested in senior product roles around financial infrastructure, platforms, trust-sensitive systems, and technically demanding products where software, operations, and business constraints meet. AI and data systems are part of that interest where the product problem is substantive, not just the technology label.
Continue the conversation.
For a conversation about a product, a system, the work here, or a selected leadership opportunity.