About

I’ve spent over 20 years building products, leading product teams, and figuring out what actually works when you strip away the buzzwords and frameworks. These days, I’m focused on AI/ML product management—not because it’s trendy, but because I’ve seen firsthand how it changes everything about how we build and ship products.

The Journey

I didn’t start in product management. Most of us didn’t. What I’ve learned is that the best product work comes from seeing patterns across different companies, different industries, different team sizes. I’ve been the PM at startups where we shipped daily. I’ve led product at companies where a single decision took months. Both taught me something valuable.

Here’s the thing most people get wrong about product management: it’s not about having the perfect process. It’s not about following the latest framework from Silicon Valley. It’s about having the right information at the right time, and having the clarity to act on it.

At my last company, I watched good PMs make bad decisions not because they weren’t smart or experienced, but because they didn’t have the intelligence they needed. They were flying blind, making strategic bets based on gut feel instead of customer truth. That’s a failure of process, not people.

What I Focus On

I organize my thinking around five areas—each one critical, each one something I’ve seen teams struggle with:

Intelligence is about listening. Really listening. Not running customer interviews because your process says to, but building systems that surface the right signals at the right time. Most product teams drown in feedback but starve for insight. I’ve built intelligence systems that actually work, that PMs actually use, that genuinely change what gets built.

Discovery is where most teams rush. They jump straight to solutions, to roadmaps, to commitments. What I’ve learned is that the best product decisions come from deeply understanding customer jobs, problems, and context. Not surface-level understanding. Deep, visceral, “I’ve lived in their world” understanding.

Strategy isn’t about vision statements or OKRs. It’s about choosing what not to build. Every PM I’ve worked with can create a prioritized backlog. Few can look at their roadmap and honestly say “these are the only things we should be doing.” Strategy is evidence-based decisions about where to place your bets.

Execution is where theory meets reality. I’ve seen beautiful strategies die because teams couldn’t ship. I’ve also seen mediocre strategies succeed because teams executed relentlessly. Roadmapping, shipping, validating, measuring impact—this is where products are actually built.

Leadership is what separates senior PMs from junior ones. It’s not just about building products; it’s about building teams that can build products. Operating models, team alignment, developing other PMs—this is the work that scales.

AI/ML Product Management

Right now, I’m spending a lot of time thinking about how AI changes product management. Not the hype version where AI solves everything. The real version where AI products have different constraints, different failure modes, different customer expectations.

What I’ve learned building AI products:

• Traditional product discovery methods often fail with AI
• Customers don’t know what “good” looks like until they see it
• The feedback loops are longer and messier
• Model quality is a product problem, not just an engineering problem
• You can’t roadmap AI product development the same way

This is why I’m running HatchClaw—it’s an R&D experiment in building AI product tools. Not a side project, not a hobby. A deliberate exploration of what product intelligence looks like when you build it AI-first.

Current Work

I’m open to full-time VP or Director of Product Management roles at companies building AI/ML products. Not because I’m looking to leave HatchClaw, but because I’m interested in the right opportunity with the right team working on the right problem.

I also work with select companies on advisory engagements—usually around AI product strategy, product discovery, or building product intelligence systems. These aren’t consulting gigs. They’re partnerships with teams that want to ship better products.

If you’re organizing a conference or event focused on AI product management or product leadership, I’m interested in speaking. I prefer smaller, practitioner-focused events over big vendor shows.

What I Don’t Do

I don’t run training programs or cohort-based courses. The “Product Manager’s Journey” course I created is archived. It served its purpose, but I’m more interested in writing and sharing frameworks than building course businesses.

I don’t do generic product consulting. If you need someone to run a discovery sprint or facilitate your roadmap planning, there are plenty of good consultants who do that work. I focus on harder, more strategic problems.

Connect

Email is best: [email protected]

You can also find me on LinkedIn where I share insights from my work, or check out the Opportunities page if you want to explore working together.

I write regularly about AI product management, product intelligence, discovery, and leadership. Subscribe to get essays delivered to your inbox—no fluff, just experience-based insights from 20+ years in the field.