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Working at the intersection of product, systems, and strategy.
Senior product leader across fintech, platforms, and complex systems.
I turn ambiguity into product direction and working systems, especially where technology, operations, regulation, and business constraints have to work together.
Open to selected hands-on product leadership roles that combine product strategy, technical depth, and people leadership.
Where my experience runs deepest.
- Financial Infrastructure & Regulated ComplexityPayments, money movement, FX, banking integrations, and the operational constraints behind regulated financial products.
- Platforms, APIs & Technical LeadershipPlatforms, APIs, and integrations where reliability, data, and architecture shape the product.
- People & Cross-Functional LeadershipBuilding and leading teams and professional functions, while aligning teams I don't manage around difficult product decisions.
- Product Judgment from Strategy to DeliveryTurning competing customer, technical, operational, and business constraints into decisions teams can carry through to production.
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Featured writing & work
The Payment Route Was Still Working. We Had to Build Its Replacement Anyway.
How a regulatory risk in China became a customer migration spanning eligibility, onboarding, operations, a local payment partner, and thirteen product and engineering teams.
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When AI Became a Client of the Product
AI becomes a more effective operational client when the product is explicit about what the AI needs to know, what it may do, and what it does not own.
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The First Sprint Wasn't for Fixing Things
What a struggling team and a growing Product organization taught me about readiness, capability, and choosing the right intervention.
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When 1.6 Billion Transactions Exposed an Old Assumption
Almost half of a core transaction table came from a behavior that had been running for years. Before we could remove it, we had to understand everything else that might have quietly come to depend on it.
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The Roadmap Started When We Stopped Listing Tools
A roadmap becomes useful when it stops cataloging what exists and starts making explicit choices about where organizational attention should concentrate.
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The Job Changes When You Stop Being the Person With the Answer
Moving from leading practitioners to leading team leaders changed the job. I still needed enough context to steer, but not every decision could keep passing through me.
ReadMy active toolkit
ChatGPTResearch, structured critique, synthesis, and iterative product work — with review and judgment kept explicit.
LovableExploring interface direction and prototyping product shape before production decisions are made.
GammaDrafting narrative structure and presentation flows, followed by evidence and editorial review.
PostHogProduct analytics and behavioral evidence — understanding how users move through a product and where assumptions need validation.
A career shaped by products where the difficult part is rarely just the interface.
My career has moved between deep hands-on product work, building professional functions, and leading multi-team organizations. I’m strongest in roles where product strategy, technical complexity, and developing people all matter at once.
Read about my experience