Product Advisory

Most product failures aren’t about building the wrong thing. They’re about building too many things, losing focus, and burning resources on features that don’t move the business forward.

I help executives cut through the noise and make clear decisions about what actually matters. What to build next. What to kill. How to align your team around priorities that drive real business outcomes instead of just checking boxes on a feature list.

The hardest part of product leadership isn’t ideation. It’s saying no. It’s getting stakeholders aligned when everyone has different opinions. It’s making trade-offs between competing priorities when all of them seem important. Lack of alignment doesn’t just slow you down—it creates unnecessary conflict between teams, burns trust with leadership, and leaves your engineers frustrated about constantly shifting priorities.

I’ve worked with startups from early stage through scaling to $100M+ in revenue. Each stage requires a completely different approach to product strategy, decision-making, and team coordination. What works at seed stage will break your execution at Series B. What’s necessary at scale will kill your momentum when you’re still finding product-market fit.

As an experienced executive who’s built and scaled products, I provide practical guidance to help you make those calls with confidence. This focuses on clarity, alignment, and execution: making smarter decisions faster, getting your team rowing in the same direction, and building things that actually matter to your business.

Product Strategy & Decision-Making

Cut through competing priorities to identify what will actually drive adoption, revenue, and competitive advantage. This focuses on helping you make clear, defensible decisions about product direction when stakeholders have different opinions and every option seems important.

Roadmap & Prioritization

Align your team, leadership, and stakeholders around a roadmap that reflects real business priorities. Product roadmaps fail when everything is urgent. This helps you sequence initiatives, scope features appropriately, and make the hard calls about what waits so your team can actually execute.

Process Design for Your Stage

Build product processes that fit where you actually are, not where you want to be. Early-stage companies need speed and validation. Growth-stage companies need repeatability and coordination. Mature companies need optimization and efficiency. Using the wrong process for your stage creates bottlenecks, slows shipping, and frustrates teams. This helps you design workflows, rituals, and decision-making frameworks that match your current reality and scale as you grow.

Stakeholder Alignment & Communication

Get leadership, sales, customers, and your product team rowing in the same direction. Misalignment kills momentum and wastes engineering resources. This provides frameworks for building consensus, managing expectations, and communicating product decisions in ways that maintain trust and forward progress.

Building What Matters

Focus engineering resources on features and initiatives that move the business forward, not just ideas that sound good in meetings. This helps you evaluate opportunities against business impact, technical feasibility, and strategic fit so you build things that actually matter instead of accumulating technical debt.

Technical Trade-offs for Leaders

Make informed decisions about scalability, architecture, and technical constraints without getting lost in engineering jargon. Non-technical executives need clarity on what’s actually possible, what’s expensive, and where trade-offs exist. This translates technical complexity into business language you can use to make smart calls.