Fractional Product Leadership for SaaS Companies
I partner with founders and leadership teams to bring clarity, focus, and momentum to complex product organizations — from zero-to-one through scale.
What I do
I work as a Fractional Product Leader and Fractional CPO with SaaS companies navigating complexity, change, or critical product challenges.
I’m typically brought in during moments of transition — when product direction needs a reset, execution isn’t matching ambition, or teams benefit from experienced leadership working alongside their existing product organization.
My focus is on improving product judgment, aligning teams around outcomes, and helping organizations move forward with confidence — especially when growth, scale, or ambiguity are slowing progress.
Who I Work With
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I help early teams move from intuition-driven decisions to clearer product strategy. This often includes validating product–market fit, establishing early roadmaps, and setting foundations that won’t need to be rebuilt six months later.
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As teams grow, product complexity increases. I help organizations scale product strategy, execution, and structure without introducing chaos or slowing momentum.
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I work closely with founders when product direction feels uncertain, growth has stalled, or the organization has outgrown its original model.
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When leadership teams aren’t fully aligned on priorities, tradeoffs, or outcomes, I help reset expectations and reconnect product execution to business goals.
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When teams are busy but progress feels fragmented, I help clarify direction, reset priorities, and rebuild trust across leadership, product, and engineering.
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I support product leaders and PMs who want to strengthen product judgment, navigate ambiguity, or prepare for the next stage of their careers.
How I Help
I’m usually brought in when teams are facing challenges like:
Product–market fit isn’t translating into growth
Strong products that aren’t driving adoption, retention, or revenue — and teams aren’t sure why.
Product and engineering aren’t aligned
Teams are delivering, but priorities, tradeoffs, and expectations aren’t clearly shared across leadership.
Roadmaps exist, but leadership doesn’t trust them
Plans feel disconnected from strategy, outcomes, or real customer insight.
Product teams scaling without structure or ownership
Growth introduces confusion instead of momentum, slowing execution.
Executive coaching for product leaders
Support for product leaders and product managers navigating complexity, ambiguity, or career transitions.
Hiring or evaluating PMs without role clarity
Smart people are hired, but skills don’t match the company’s stage or actual needs.
Board and advisory product support
Strategic product guidance for founders, executives, and boards during key inflection points.
AI initiatives lack a clear product strategy
AI is treated as a feature or experiment instead of a capability grounded in customer problems and long-term value.
Product Leadership Experience
I’ve led product strategy and execution across SaaS and customer-facing platforms, including eCommerce, payments, logistics, AI-powered customer experience, and DTC web and mobile products.
My background includes VP-level, Head of Product, and C-level roles, as well as founder experience. I’ve built product organizations from the ground up, modernized existing teams, and partnered closely with engineering, go-to-market, and executive leadership to deliver durable outcomes.
Companies don’t fail by hiring too early, but by hiring the wrong profile for their stage. This explains common mistakes and what first PMs are realistically expected to fix.