Strategic product direction for founder-led and growth-stage SaaS companies navigating product scale, roadmap pressure, and the shift to a durable product operating model.
This work is practical, hands-on, and grounded in operating experience. I work with companies navigating product scale, AI adoption, or the shift from founder-led product decisions to a more structured product operating model.
Clarify where the product is going, which customer problems matter most, and how product investments connect to company strategy.
This includes roadmap strategy, market positioning, product differentiation, platform strategy, AI product opportunities, and prioritization across competing business needs.
Help product, engineering, design, sales, customer success, and leadership teams work together more effectively.
This includes roadmap planning, discovery practices, decision-making cadence, product analytics, feature flag practices, release planning, and clearer ownership across teams.
Support companies moving from founder-led product decisions to a more structured product organization.
This includes product team design, role definition, hiring profiles, coaching product managers, improving collaboration with engineering, and building the foundations for a durable product function.
Identify practical AI opportunities that change workflows, improve customer outcomes, or create meaningful differentiation.
The focus is not adding AI for its own sake. It is understanding where AI can improve the product, where it introduces risk, and what needs to be true operationally for customers to trust it.
Support product-led growth decisions around packaging, monetization, expansion, module strategy, and customer value.
This is especially useful for companies moving from a single product to a broader platform or suite.
Engagements are scoped to fit. Most open with a no-pressure discovery conversation to align on fit, timing, and outcomes before anything is committed.
15+ years building and scaling B2B SaaS products
Led Product and UX organizations and major platform initiatives
Helped scale SaaS revenue from under $5M ARR to roughly $30M ARR
Built product functions from early stage through growth stage
Experience across HR tech, enterprise video, embedded analytics, collaboration, and AI-enabled products
Hands-on technical background across software engineering, architecture, and product leadership
Outcomes from full-time product leadership roles earlier in my career.
Led product strategy and platform evolution for enterprise video across SaaS and on-premises environments, including large-scale live video, AI-enabled capabilities, and enterprise and government requirements.
Built the product management framework at an early-stage analytics company, establishing product practices around customer discovery, roadmap development, and an evolving real-time data platform.
Joined as the first product executive to build and professionalize the product function as the company scaled rapidly, expanding the platform, growing the product organization, and introducing AI-enabled capabilities.
Most engagements are collaborative, hands-on, and tailored to the stage of the company.
Some companies need strategic product guidance. Others need help building product process, evaluating AI opportunities, improving execution, or supporting a growing product organization.
The goal is not to introduce unnecessary process. The goal is to help teams make better product decisions, move more effectively, and build durable product foundations as the company scales.
A fractional CPO is a senior product executive who works with a company part-time or on a defined engagement, providing the same strategic product leadership as a full-time Chief Product Officer without the cost or commitment of a full-time hire.
Companies typically bring in a fractional CPO when they’re moving from founder-led product decisions to a more structured product organization, need senior product leadership during a specific stretch of growth or transition, or aren’t ready to hire a full-time executive but need experienced product judgment now.
Engagements are scoped to the company’s needs and can include product strategy, roadmap and prioritization, building a product operating model, scaling and coaching product teams, AI product strategy, and packaging and pricing support.
Time commitment varies by engagement. Some are a few hours a week of advisory support; others are closer to several days a week of hands-on leadership. Scope and cadence are set during the discovery conversation to match what the company actually needs.
Engagements range from short, focused projects like a strategy assessment or AI product workshop to open-ended fractional executive support that continues as long as it’s adding value. There’s no standard contract length — scope and duration are set upfront and can adjust as the company’s needs change.
Founder-led and growth-stage B2B SaaS companies, typically past initial product-market fit and navigating product scale, AI adoption, or the shift to a more structured product operating model.
Most engagements start with a short, no-pressure discovery conversation to align on fit, timing, and outcomes before anything is committed. From there, scope and cadence are defined based on what the company needs.
A short conversation is usually enough to know whether this is a fit.
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