Converge Studio Product organizations, resolved.

High-energy teams with great ideas and not enough structure to consistently land them. Early-stage teams whose product function hasn’t grown up. Mature companies running product like a project shop, often after M&A or PE rollups. Growth-stage companies whose VP of Product is sharp but underwater.

I like founders and operators who take the work seriously without taking themselves too seriously. Cultures built on meritocracy, a willingness to push the envelope, and an insistence on outcomes over output.

Product is a game of probabilities. My job is to improve your odds — by installing the discipline and mechanics that turn a product org into a machine you can feed ideas into and get meaningful outcomes out of.

Operating across the full company lifecycle. Bootstrapped zero-to-one companies, VC-backed growth-stage businesses, and PE-owned enterprises — all focused on sustained, predictable growth. The shape of the work changes dramatically across those stages; the underlying discipline doesn’t.

M&A, from both sides of the table. Three successful exits where I led sell-side product and technical diligence. Ten-plus acquisitions on the buy-side — evaluating targets, integrating them, and rationalizing what came in the door.

Unifying fragmented product portfolios. Built and deployed design systems across multiple environments, from new products to complex multi-product platforms that have been in market for years. Consolidated diverse portfolios around common needs, shared technical foundations, and a coherent strategy teams can actually execute.

Rule of 40 performance — turnaround and protection. Rebuilt businesses into cash-flow-positive growth and then held that line through scale. Both the “get it there” story and the harder “keep it there while you’re still growing” story.

Turning project orgs into product orgs. Installed the operating model, planning cadences, and team structures that move a group from executing requests to owning outcomes. Built and scaled the teams that run it after I’m gone.

Harmonizing the cross-functional disconnects. Product, engineering, sales, marketing, legal, and the C-suite all have legitimate but competing views of what matters. A lot of my job is translating between them and getting everyone rowing the same direction.

Hands-on, not hands-off. I sit with designers, engineers, and PMs — reviewing work, unblocking decisions, pressure-testing specs. I’m in the room when product meets GTM, legal, and the C-suite, translating between them. The value of an outside operator who won’t roll up their sleeves is close to zero.

Frameworks as starting points, not scripts. I have templates and proven approaches for most situations a product org runs into — operating cadences, planning rhythms, prioritization models, org structures. None of them are one-size-fits-all. The work is fitting the right approach to your team’s stage, culture, and constraints, not installing a playbook that fights the company you actually have.

Built to run after I’m gone. The goal isn’t dependence on me. It’s a product org with the discipline and muscle memory to keep executing once the engagement ends. Every framework I install, I install with a named owner on your team and a plan for handoff.

Direct, fast, and commercially minded. I tell you what I think. I move quickly. I care about the P&L as much as the roadmap. If you want a consultant who’ll spend a quarter listening before offering a point of view, I’m the wrong call.

Not a designer. I built this site by hand — no Wix, no Framer templates — and I draw and paint as a hobby. But when real design work shows up on an engagement, I bring in a designer. I have opinions; I don’t pretend to have the craft.

Not a technical architect. My time as CTO was more HR and process than systems design. I can translate between product and engineering, run the operating model, and hold technical leaders accountable to outcomes. I’m not going to draw your service boundaries or pick your database.

Not here to be a yes-man. I’ll tell you when I disagree, push back on decisions that don’t add up, and skip the corporate buzzwords along the way. The value of an honest outside perspective is zero if the outside perspective isn’t honest.

Not working alone when the job calls for more. I have a strong partner network — designers, engineers, specialists in areas outside my core — that I can pull in when an engagement needs capabilities beyond mine. See the Specialists I work with →

I started as a management consultant at SNP advising Fortune 500s on ERP transformations — which taught me to walk into unfamiliar businesses, diagnose quickly, and leave behind something that still worked. The pattern stuck.

From there: product roles at GL Associates (acquired by SNP), then Head of Product at Jibe (acquired by iCIMS), then CPO and CPTO at CAI. ERP, talent acquisition, supply chain & logistics — different industries, the same underlying discipline. B2B, B2C, and B2B2C along the way.

Undergrad and graduate degrees in math, which is probably why I think about product as a probability problem.

Full resume →