Senior product leadership
For teams building consequential products where strategy has to survive contact with customers, engineering, data, and the operating model.
I came to product through the work itself.
My path has moved through structured finance, institutional markets, data, operations, product leadership, and early-stage building. It looks less linear from the outside than it feels from here.
I have usually been drawn to the place where the system looks settled from a distance and feels fragmented up close.
I started in structured finance, working inside the relationships, documents, deadlines, and judgment that hold complex markets together. Before I was writing roadmaps, I was watching where the work broke down and what people needed before they would trust a different way of doing it.
That is how I came to product. I built ACP iLink from inside the market it served. Since then, I have worked across institutional data, early-stage product direction, AI-enabled experiences, and the operating systems around the product.
I am comfortable moving between the high-level question and the thing someone can click. I like the point where a thesis becomes a workflow, where a prototype exposes the weak assumption, and where a team can finally see the same problem clearly enough to make a decision.
Photography has always come from a similar instinct. Look closely. Keep the context. Notice what the cleaner frame might leave out.
Where I fit
Different ways to work on the same kind of hard problem.
Clarify, model, prototype.
Advisory or consulting work when a difficult product decision needs a sharper frame and something tangible.