About
The person and career behind the work.
I'm a senior product leader with roots in software development and systems analysis, and a career built around products where the difficult part is rarely just the interface.
Starting point
I started in software development and systems analysis before moving through enterprise delivery, team leadership, SaaS platforms, fintech, and financial infrastructure. That path still shapes how I work: I go deep enough into APIs, data flows, operational constraints, system behavior, or regulation to understand what is really driving a product decision — then bring that back to the customer, the business, and the teams that have to make it work.
Outside work, I’m a father of twins — a useful daily reminder that priorities, clarity, and time all matter.
The work I gravitate toward
The recurring pattern has been products where the user experience depends on systems and teams behind the screen: money movement, banking integrations, risk controls, operational workflows, and technical platforms that have to behave reliably under real-world constraints.
Financial infrastructure has been the deepest recent expression of that work. At OM2 and Payoneer, seemingly simple product experiences often depended on real-time pricing, exchange and market infrastructure, money movement, banking APIs, Treasury operations, compliance, reliability, and large-scale platform behavior working together.
That work has also meant operating directly across organizational boundaries. At OM2, I worked with senior customer stakeholders, participated in ASIC guidance sessions, sought clarification on reporting expectations when needed, and supported additional information requests around incidents. I also worked directly with DTCC contacts and support teams on reporting implementation, file and message structures, and translating between external reporting terminology and the platform's internal model. At Payoneer, once bank, financial-institution, or payment-provider relationships moved into delivery, I worked directly with their product, project, consulting, and technical counterparts on integration and operating details.
Much of this work is security-sensitive rather than dedicated cybersecurity product ownership: trust, risk, compliance, secure integrations, and sensitive-data constraints have repeatedly been part of the product problem.
In that kind of environment, the backlog is downstream of the harder work: creating a decision framework that several teams can execute against without losing the original intent.
Career in context
NetwiseSystems analysis & function leadership
AmdocsBusiness delivery & R&D leadership
EveryMatchSocial network / B2B2C SaaS
OM2Exchange infrastructure & real-time fintech
PayoneerCross-border payments & financial infrastructure- NowSenior Product Leadership
Open to selected hands-on product leadership roles.
How I operate
I like making the problem legible before rushing toward a solution. What do we actually know? What are we assuming? Which constraint is structural, and which can be changed? Who needs to be part of the decision? What evidence would materially change the direction?
The aim is a decision that remains coherent when it meets technical reality, operations, regulation, and commercial pressure.
Leadership in context
My leadership experience spans building and leading teams and professional functions, as well as creating product direction across teams I did not manage.
At Netwise, my role evolved from doing systems-analysis work myself to establishing and leading the Systems Analysis function — recruiting and developing the team, defining its methodology and quality standards, and making the effectiveness of the discipline part of my responsibility. At Amdocs, I progressed from large-scale systems integration into business-delivery leadership and ultimately into a combined solutions-and-development role, leading a 30+ person multi-team organization. At EveryMatch, as the first hire and an executive-team member, I led product vision, roadmap, and technical product direction as the company evolved toward a configurable B2B2C SaaS platform.
Those roles taught me that leadership changes with context. Sometimes it means developing people and building the structure around their work; sometimes it means establishing direction across teams and partners without formal authority. Often it means both.
That mix is what I’m looking to bring into my next role: hands-on product leadership with responsibility for strategy, product quality, and developing people.
Current practice
I'm focused on senior product leadership across financial infrastructure, platforms, APIs, and other technically demanding B2B systems where software, operations, regulation, and business constraints meet.
I also use AI selectively in product research, technical investigation, prototyping, and structured analysis. It is one tool in that broader practice, not a separate professional identity. The same applies to this portfolio: AI can support research, drafting, critique, and implementation, while the ideas, experience, evidence, and final editorial decisions are mine, and I review the final content myself.
Talk with me directly.
For a conversation about a product, a system, the work here, or a selected leadership opportunity.