Consulting
Fixed-scope product work, done by one person.
Five engagement types, each with a defined length and a written deliverable. No retainer that quietly becomes permanent, no team of juniors behind a senior name. You are hiring me, and I am the one doing the work.
Product vision and strategy
Your company has a vision. Most companies cannot derive a product vision from it, so the roadmap ends up reflecting whoever argued hardest last quarter. I run this as a fixed-length engagement ending in a written product vision, an expansion map, and a strategy your leadership team can defend without me in the room.
6–12 weeks · fixed scope
Tech-led to product-led
The specific failure is a company that builds excellently and cannot explain what it sells. This work sets up the operating model: how decisions get made, who owns outcomes, what a roadmap is allowed to contain, and how engineering and product stop negotiating the same trade twice.
One quarter · milestone-based
Product ideation
New revenue from what you already have, or an adjacent product for a market you already serve. Customer research, market analysis and structured ideation, ending in validated candidates with a reason to believe attached to each — not a brainstorm list.
4–6 weeks
AI product architecture
Whether the AI feature you are planning is worth its maintenance cost, and what it should look like if it is. I build multi-agent systems in production, so this is a review from someone who has paid the bills on these decisions rather than read about them.
Two weeks · written assessment
Mentoring product leaders
For the TL, GL or director who was promoted for being excellent at the previous job. Regular one-to-one work on the parts nobody trains for: saying no with reasons, writing a strategy people act on, managing upward without theatre.
Monthly · ongoing
How engagements start
A call, then a one-page scope with the deliverable, the timeline and the price on it. If the scope is wrong we fix it before starting rather than discovering it in week five. I would rather turn down work that does not fit than deliver something you cannot use.