Growth-stage SaaS companies hit a predictable inflection point: the roadmap that got you to $10M won't get you to $50M. Customer feedback contradicts your product vision. Board meetings surface questions you weren't prepared for. Engineering pushes back on timelines leadership promised.

The missing piece is strategic product leadership that engineering actually will partner with. Someone who's been in the room when 'impossible' becomes 'here's how.'

As your Fractional CPO, I bridge the gap between product strategy and engineering reality.

With 20 years spanning software engineering, technical program leadership, and product strategy, I don't just set direction, I build product strategy that engineering wants to commit to, and customers value.

I've been the engineer who's said, "this timeline is impossible." I've been the product leader explaining trade-offs to executives. I speak both languages, which means I can facilitate the conversations that most CPOs avoid and engineering teams resist.

The result: roadmaps that survive contact with reality, board meetings you walk into with confidence, and engineering partnerships build on mutual respect rather than tension.

• Drive measurable product impact FAST. At a high-growth automotive tech company, I evolved their web platform strategy, resulting in a 362% increase in organic traffic and strategic alignment that reduced rework by 80%. At a SaaS platform serving the restaurant industry, my customer-informed roadmap framework increased user retention by 50%.

• Align product and engineering when it matters most. At a digital product agency, I transformed their reactive roadmap into predictable quarterly planning that directors praised within the first sprint: "...product finally connected to what engineering could actually deliver, turning conflicting priorities into committed execution."

• Create strategic shifts that outlast my engagement. At a financial services platform, the product strategy and prioritization approach I established reduced support tickets by 70% and continued driving adoption long after I left. As one executive put it: "You didn't just fix our process, you changed how we think about product."

• Diagnose what's blocking strategic progress. I start with a strategic assessment to uncover gaps between leadership vision, customer needs, and engineering reality, surfacing the misalignments driving board questions and timeline conflicts.

• Align strategy with what's actually achievable. I facilitate the hard conversations between leadership and engineering to build roadmaps both sides commit to. I ensure there are clear priorities that account for your market, team capabilities, and growth stage.

• Partner with your team through execution. I work alongside leadership and engineering to prove the strategy works in practice, not just slides. I facilitate the decisions that get both sides bought in.

• Build capability that outlasts the engagement. You're left with strategic clarity, decision-making muscle your team trusts, and the alignment to execute without needing me in every room.

I've spent 20 years on both sides of the product-engineering divide as a software engineer, engineering manager, and product strategy executive. I've built the features and shaped the strategy. That foundation is why engineering teams trust me and leadership gets straight answers.

I've led product strategy across automotive tech, SaaS platforms, and digital agencies. I've navigated pivots from services to product-led growth, managed regulated industry complexity, and built roadmaps that survived executive scrutiny. I've seen what breaks as companies scale, and I recognize the patterns before they become crises.

My approach is direct, collaborative, and grounded in reality. I ask hard questions, surface uncomfortable truths about product-market fit and delivery risk, and facilitate the decisions that get both engineering and leadership committed to the same plan. Teams appreciate that I understand their constraints. Executives value that I don't sugarcoat what's working and what isn't.