Advisor · Product executive · Solo founder
I turn technology companies into product companies — and I still ship the products myself.
turning engineering-led companies into product-led ones — at Elsight, SheeldS, Ottopia and Harman. Now advising boards and founders while building two AI products of my own.
I don't build products — I test a thesis. One thesis, seven markets, two in production. AI collapses the cost of expertise, enabling solo operators to compete at organizational scale.
Engagements
- AdvisoryBoard seats. Product vision, strategy, AI architecture review.
- ConsultingFixed-scope engagements, four weeks to one quarter.
- VenturesSeven markets. Two in production, five validated and parked.
- WritingA full product lifecycle, told through a business I ran and closed.
Absolute maximum ratings
| Parameter | Max |
|---|---|
| Advisory seats held concurrently | 2 |
| Consulting engagements, concurrent | 1 |
| Own ventures under active build | 2 |
| Slides before a live demonstration | 0 |
Exceeding these ratings degrades performance. Stated because it is true, and because an advisor with unlimited availability is telling you something.
Notes
Why work with an advisor who still builds?
Most product advice comes from people who last shipped something years ago. Mine comes with a git history. I am running two AI products in production right now, which means when I tell you a multi-agent architecture will cost more to maintain than it saves, I am reporting, not speculating.
What kind of company is this for?
Technology companies that build well and sell unevenly. The pattern is consistent: strong engineering, a roadmap that is really a backlog, and no product vision anyone outside the founding team could repeat back to you. That is the gap I close — most visibly at Ottopia, where the work meant .