A founder-led fintech with no product function. A services business with nothing it could sell twice. A market leader that needed a second revenue line. What I did in each, and what it moved, using the same approach behind fractional CPO services.
Product metrics aren’t vanity exercises: they are direct reflections of enterprise value. Every engagement is engineered to move the needle on user growth, unit economics, and operational velocity, the same standard the wider product community holds itself to. If a product management engagement doesn’t move a real number, it wasn’t worth doing. Work with me to find out what would move yours.
Recruited by the founder of a hyper-growth app where every product decision arrived by text message. I rebuilt it into seven outcome-owning pods, then found the pivot the company now runs on.
Read the case study →Every customer was a bespoke build, so revenue scaled with headcount. We productized it into three products, and cut the wait for a hospice patient’s pain medication from hours to minutes.
Read the case study →The CFO needed a second revenue line and picked cloud gaming. I built the division, the team, and seven hardware products in eleven months, from a standing start.
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