I fix the business, not just the roadmap.
Then I build the platforms, teams, and economics that outlast me.
That pattern has repeated across every company I've joined. Walk into a business where the product operating model is broken or doesn't exist. Build it from scratch. Establish product roadmap governance, stakeholder alignment, and the prioritization frameworks that let the organization make decisions without the product leader in the room. Ship globally compliant products that drive revenue cross-culturally. Industrial AI, B2B SaaS, and connected devices. Three portfolio turnarounds. Three org builds. Three times the methodology transferred, only the industries changed.
Leading global products and global teams as a Chief Product Officer, Head of Product, VP of Product for B2B and B2B2C companies.
What I've Done
At Digital Control Incorporated I killed a $40M misaligned program, built the cloud-native digital platform from zero to stand up a net-new digital revenue stream that grew +137% year-over-year, launched an AI platform with a neural network processing 8,000+ decision points per workflow, and built a 20+ person global product organization across five departments. Three from scratch. Global portfolio. 100+ export-controlled countries. CEO direct report with portfolio P&L authority.
At Zonar Systems, an enterprise data and telematics subsidiary of $44B annual revenue Continental AG, I directed 50+ matrixed engineers and PMs across the US, EU, and Asia. Built a product-led growth platform from nothing. 50,000+ connected subscriptions. Zero-touch provisioning. An all-new $0 customer activation and hardware pricing architecture. An 82% cost-to-serve reduction. The acquiring company kept my product and disposed of their own.
At Rehrig Pacific Company I built the first innovation capability and product operating model from scratch at a $600M manufacturer with deep manufacturing expertise but no dedicated digital product function. 41 enterprise customer audits across 23 industries. 96,000+ miles annually. Fortune 500 accounts: Walmart, Coca-Cola, Safeway, PepsiCo, Baxter Medical, Phillips 66. Innovation lab built for $105K, 50% under budget. Still operating years after my departure.
Alongside my enterprise career, I co-founded and operated a white-label contract manufacturing and product design consulting operation. Six CNC machines cutting titanium, medical-grade stainless, and tool steel. Aerospace and defense deliverables with ITAR-grade document controls and CMMC-aligned security infrastructure. Concept to first delivery in 56 days. I understand the manufacturing floor because I've run one.
What I Believe
My strategic philosophy
- Lead from the front, but never be in the way.
- Product strategy is customer visibility meets capital allocation.
- Quick wins and big bets, don't waste time in the middle.
- If it needs a manual, it's broken.
The product leader's job is to make good decisions fast, make bad decisions cheap, and build the organization that sustains both after you leave. Frameworks matter more than instincts. Data-driven decisions matter more than opinions. Shipping matters more than strategy decks.
Domain knowledge takes 90 days to learn. The transferable skills take 15 years: product management, org build, pricing and packaging, P&L authority, 0-to-1 product development, product-market fit, M&A integration, regulatory navigation, cross-functional leadership. Those are what I hire for. Those are what I've built my career around.
Kill decisions are the highest-signal executive capability. Anyone can say yes. Saying no to a $40M program you were hired to ship, a VR product line that can't sustain itself, and an $8M partnership that isn't delivering. Three kills at one company. Capital redirected to the products that shipped. The discipline to end what isn't working is worth more than the ability to start something new.
Where I've Built
Digital and physical. B2B SaaS. Geospatial and construction. Aerospace and defense. Manufacturing and machining. Telematics and logistics. Medical devices and healthcare. Energy, utility, and government.
23 industries. 100+ countries. International teams across the US, India, China, Germany, Romania, France, Philippines, and Australia.
Shipping globally is not translation. It is competitive localization. I created a Competitive Localization Program across 14 market groups with 40+ product localizations, governing what varies by market and what stays constant: product configuration, pricing, marketing, and customer engagement adapted to cultural and regulatory norms. Denmark has ergonomics regulations that affect how operators hold field equipment. The Netherlands has break requirements that change workflow design. A global price list applied uniformly leaves revenue on the table in some markets and blocks entry in others. Localization is a market entry lever.
Every culture has a different relationship with authority, disagreement, and deadlines. A German engineering team pushes back directly and expects the data ready. An Indian development team signals concern through silence. A Chinese team navigates hierarchy carefully and delivers feedback through relationship channels. The product leader's job is to build the cadence that respects these differences while maintaining shared accountability for outcomes.
What I've Built
The constants are ease of use and resilience from inception. Every product I've led was designed so the end user does as little as possible and the architecture survives what comes next. Edge data pipelines, telemetry ingestion systems, and autonomous decision engines. The data architecture serves the user. The compliance architecture protects the business. Both are built in from day one.
Industrial AI platforms. Neural networks. ML pipelines. Intelligent automation. Agentic decision systems at the edge. Cloud-native SaaS on Azure with Stripe payments. Product-led growth systems. Enterprise device management ecosystems. Edge-to-cloud architectures. Freemium-to-subscription models. Full product lifecycle ownership from 0-to-1 through scale and sunset. Innovation labs. Design systems. Product operating models.
The products shipped across seven regulatory frameworks: FCC, CE, UKCA, CCC for hardware certification. GDPR and CCPA for data privacy. ITAR and CMMC for defense. FDA and HIPAA for healthcare. Compliance is not a constraint in my work. It is a revenue driving lever. The European market hit 221% of annual operating plan because competitors who had not invested in compliant architecture could not enter.
The organizations outlasted me. The product operating model at DCI is still running. The innovation lab at Rehrig is still operating. The PLG platform at Zonar survived an acquisition. The acquirer threw away their own product and kept mine.
Education
California State Polytechnic University, Pomona. Dual Bachelor of Science: Business Administration in Technology Management, and Business Administration in eBusiness and eCommerce Product Management. Founding student advisor for the eBusiness curriculum.
What I'm Looking For
I'm targeting Chief Product Officer, VP of Product, and Head of Product roles at growth-stage B2B and B2B2C companies building AI-powered platforms in regulated industries. The best fit is a company where the product operating model needs to be built or rebuilt, where the market is complex, and where the work has to ship globally.
If that sounds like your company, let's talk.
Elsewhere
LinkedIn · GitHub · X / Twitter
Available For
Speaking. Podcast guesting. Advisory. Product leadership roles.