Quick Start
Start small. Grow big. There are many ways we can work together, and beginning should feel simple:
- Let me review your Discovery process and join key calls to extract actionable recommendations.
- Let me work with your product and engineering teams to optimize delivery timing and reduce cycle time.
- Let me help you prioritize your roadmap to focus on what has the highest impact now.
Below are the product challenges I help teams solve, and how.
Table of Contents
When I started my career, I joined a start-up with an amazing idea: a patented technology that promised to revolutionize its market. Four years and a Series A later, we still hadn’t found a market that truly valued what we built. I learned an essential lesson: innovation without real world use cases is a path to wasted effort and missed value.
Building the right product
Product Management is about building the right solutions for the right users and use cases, delivered at the right time.
This role has evolved significantly, yet in many organizations it remains unclear:
- Where do Product Managers fit in the organization?
- What are they truly responsible for?
- How can they deliver real value?
- How much should they engage with customers?
- Should they adopt frameworks like the Spotify model? (My answer: not by default)
- Should they build every feature request they receive? (Again: no)
If you are asking yourself any of these questions, I can help you find clarity.
If you’re simply wondering what you should build next that will have the highest impact, let’s figure it out together.
How I can help
Structuring the Product Management role
I’ve worked as a product leader in multiple organizations, each unique yet sharing the same core challenges. One fundamental truth is that a Product Manager must ensure there is a clear answer to “Why, What, and How” for any feature we decide to build.
But this isn’t a solo task. Structuring the Product role means defining strong interactions between:
- Product and Engineering
- Product and Marketing
- Product and Sales
- Product and Customer Success
- Product and all internal departments
- Product and executive leadership
To a large extent, Product Management is about alignment (50%), collaborative thinking (30%), clear communication (15%), and building solutions (5%). This balance varies by organization and seniority, but communication is what makes decisions understandable and executable.
Curious how far your Product Management practice has progressed?
Évaluons votre pratique Produit
Building and shipping your product
In the product lifecycle, one stage stands above all: Discovery.
If you’re wondering how much Product Managers should talk to customers, the answer is clear: they must talk to them early and continuously. Without direct, repeated user contact, it’s impossible to build a product that customers are willing to pay for and that endures over time.
Market constraints evolve rapidly, and so do customer needs. You don’t want to build a product for yesterday’s problem. You want to solve tomorrow’s.
My approach embeds:
- Pragmatism: We don’t build something simply because it is trendy. If it doesn’t solve a real user problem, it doesn’t belong in the roadmap.
- Agility: Iterative, incremental delivery that accelerates learning and reduces wasted effort.
- Data & insights: Metrics guide decisions wherever possible, and intuition fills the gaps where data is sparse.
