At some point, the product decision is too big for the room, whether that room has no product leader, or one who hasn't been here before. That's where I come in. 12 years at Salesforce, one product line at $350M ARR, three startups with skin in the game. I help B2B software companies get clear on their next product investment and build the plan they can actually execute. If the idea on the table is wrong, I'll tell you before you bet the next 12 months on it.
Where do you find yourself right now?
"I need an AI strategy. I don't know where to start."
You're under pressure to do something with AI. The ideas are there: a new feature, an agent, a workflow, a whole new product direction. The board has questions. Competitors appear to be moving. Internally, everyone has a theory, nobody has a clear answer. Which idea is actually worth pursuing? Where are you most exposed? What do you have that competitors can't easily replicate? You need someone to cut through the noise and tell you what's real.
The Fabs Lens is where we start →"I have a product idea on the table. I need to know if it's real."
You're looking at something concrete: a new product, an AI play, a build-or-buy decision, a move into a new market. The idea has traction internally, but you haven't worked out the full picture. Is the market real? Can you build it? How do you price it? What's the go-to-market? You need someone who's been through enough of these to give you an honest verdict.
The Fabs Lab is where we start →Most advisors own one lane and hand off the rest. Here's what changes when that's not the constraint.
Every engagement is scoped to deliver from the first week: no long onboarding, no discovery theater. I come in prepared, work with your team to read the facts, and move to output fast. I don't walk in with pre-formed answers. The foundation gets built together, which is exactly why your team can run with it when I leave. The work is designed to make me unnecessary. Follow-through support is available if you want it. Not required.
I sat in the room when the GM had to choose between three bad options. I've built the business case, defended it to a room full of skeptics, and then shipped it. I've also watched smart bets fail. I've done this across different product lines, market segments, and stages of growth. Both sides of that show up in how I advise: thinking through the decision and stress-testing how it actually lands when the team has to execute it.
At Salesforce, I covered both sides of product in depth — inbound: vision, strategy, roadmap, execution; outbound: GTM, pricing and packaging, pre-sales, analyst relations, key accounts. I worked directly with engineering, sales, and customer-facing teams across the business. I take the same approach with you. We look at what you’re building, how it’s priced, how it’s sold, and how it’s landing with customers. That’s how we avoid decisions that break in execution.
You don’t bring me in for consensus. Sometimes the answer is to double down. Sometimes it’s to kill a bet you’re already invested in. Both happen. My job is to tell you what I actually think — with the reasoning behind it — so you can make the call with full clarity.
I ran my cookie business on AI: ChatGPT, Claude, Gemini. I created two GPTs. This website is 100% built and deployed with Claude. I leverage Claude skills and automation for my own publishing pipeline. I completed Stanford's CS230 Deep Learning. When I assess an AI opportunity for your product, I sort hype from real opportunities. The filter is always the same: what value does it actually create? I write about it publicly on LinkedIn and Substack. Read what I think before we talk.
No revenue, no market validation? You need a co-founder or an incubator. I don't do zero-to-one.
If you have a CPO, a team of PMs, and established processes. You don't need me. You need to fix what's already there.
I'm not a fractional CPO or interim VP Product. If you need someone to run your product team day-to-day, hire a product leader.
Not sure where to start? Let's have a working conversation.
30 minutes. I come prepared with observations about your business, not a pitch. We talk through where you are, what decision you're facing, and what kind of engagement actually makes sense. You'll know by the end if it's worth continuing.