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.
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.
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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