I work as a fractional Chief Product Officer with founders and leadership teams when growth starts to outpace clarity. My job is to step into the space where work, decisions, and tools stop lining up and turn that mess into a product strategy that can actually hold. I help companies translate how work really happens inside the business into software, platforms, and systems that scale without requiring the founder to stay in the middle of everything.

Over the past two decades, I’ve built and led companies across services, SaaS, and multi-location operations. I’ve designed internal platforms, customer-facing products, and workflow systems that replaced manual oversight and reduced dependence on leadership as the integration layer. As a CPO, I own discovery, product definition, and execution alignment. I pressure-test assumptions before code is written, clarify what should and should not be built, and make sure engineering effort maps directly to real business behavior, not idealized workflows or org charts.

I’m brought in when teams are shipping features but not progress, when software feels expensive but fragile, or when leaders know they need a product but can’t yet articulate what it actually needs to do. My focus is not roadmaps or velocity for their own sake. It’s building product architecture that can carry judgment, absorb exceptions, and let the business run without everything boomeranging back to the founder.

I’m also the author of The Disconnected Business, where I write about execution breakdowns, decision bottlenecks, and why systems, tools, and coaches fail when they’re built without a clear owner. Everything I do is grounded in lived experience as an operator, not theory. Before product leadership, I was responsible for the outcomes. I still am. I’m also a Grammy-nominated musician, a background that taught me how flow, structure, and timing determine whether something holds or falls apart under pressure.