Embedded executive leadership. Zero executive overhead.
An experienced Chief Product Officer inside your business, realigning the roadmap, scaling the product organization, and injecting AI-native execution at a fraction of the cost of a full-time hire.
Five inflection points where this model pays for itself
The founder gap
The CEO is overwhelmed running product day-to-day and needs to step back to fundraising, hiring, and company vision.
Stalled growth or churn
Features launch on schedule, but retention, conversion and revenue stay flat.
AI disruption threat
Competitors are moving faster with AI capability and your roadmap has no AI-native strategy.
Pre-fundraise readiness
You need an airtight product strategy, a defensible moat, and scalable metrics ahead of the next round.
Team alignment breakdown
Engineering, product and sales are siloed; missed deadlines and a bloated tech stack are the symptoms.
Give me the mandate and I’ll give you the outcome
Most product organizations aren’t stuck because the people are wrong. They’re stuck because nobody in the room is empowered to make the call, so decisions loop, features survive that should have been cut, and good teams spend their week negotiating instead of building.
Hire me for the judgment, then let me use it. Clear decision rights are what turn a fractional engagement into results instead of another opinion.
This isn’t about control. It’s about removing the friction that keeps your team from shipping, and I hand every bit of that authority back, stronger, when the engagement ends.
Decision rights
Final say on roadmap, prioritization, and what gets cut, with the reasoning shared openly every time, backed by data or Voice of Customer.
Direct access
A seat at leadership and board conversations, and unfiltered access to customers, data, and the engineering team.
Executive air cover
Visible backing from the CEO, so the hard calls land as company decisions rather than outside advice.
Speed and clarity, in that order
When an experienced product leader steps into a venture-backed company, the first ninety days set the ceiling for everything after. Here is how an engagement unfolds.
Audit & strategic realignment
Days 1–30
Audit the existing codebase, user journeys, churn points, and team dynamics.
Validate the value proposition against real usage data and high-value customer feedback.
Kill low-impact zombie features; align the roadmap strictly to business outcomes and unit economics.
Building the execution engine
Days 31–60
High-velocity development cycles; bottlenecks between Product, Design and Engineering removed.
Modern AI tools, automated workflows and rapid prototyping embedded in the product lifecycle.
Product development connected directly to marketing, sales and customer success targets.
Scaling & long-term governance
Days 61–90
PLG mechanics, referral loops and churn-reduction interventions deployed.
Clear reporting on CAC, LTV, retention and net revenue retention for board meetings.
Recruit, interview and transition leadership to a full-time successor when the business is ready.
What actually lands in your business
Strategic product architecture
The direction, written down and defensible.
Product operations & velocity
The machine that turns direction into shipped work.
Executive & board advisory
Product representation where the capital decisions get made.
Worth being honest about
- +Seed to Series C companies needing strategic executive guidance.
- +Founders who want an operational partner with $80M+ P&L experience.
- +Teams needing rapid AI modernization and product-led growth engines.
- –Companies looking for a junior project manager to write user stories.
- –Organizations that want passive, theoretical consulting reports.
- –Businesses unwilling to cut non-performing features from the roadmap.
Thirty minutes is usually enough to know.
We’ll talk through your current growth challenges, look at your product roadmap, and decide whether a fractional model is the right leverage point for your company. If it isn’t, I’ll tell you.