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 →When you're ready to turn those insights into a full execution plan for the next 6–12 months — The Fabs Blueprint is the full play. You start where it makes sense. See how it works →
Most consultants live on one side — either 30,000 feet with a deck, or in the weeds managing backlogs. I connect both. Product vision, competitive positioning, pricing, GTM, technical feasibility — not as separate workstreams, but as one picture.
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 engineers, architects, sales, solution architects, customer support, and product marketers. That breadth changes the advice. When pricing, roadmap, GTM, and customer reality all connect in one person's head, the recommendations stop being siloed.
I started as a software developer. At Salesforce, I went deep on both sides: applications and platform. I understand what building at enterprise scale actually involves, including the architectural choices that box you in two years down the road. I can have a real technical conversation with your architect or technical lead, assess feasibility and implementation risk, and give you recommendations grounded in reality.
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. Read what I think before we talk.
Every engagement is scoped, time-bound, and fixed-price. The output is always something concrete your team can act on. I don't stretch engagements to stay relevant. I step back when the work is done. Follow-through support is available if you want it. Not required.
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.
Every engagement begins with a free 30-minute scoping call. I come prepared with observations about your business. I ask at least one question that reframes your thinking. If you walk away smarter than you walked in, trust is built. If it's not a fit, I'll tell you.
Your information stays private. I'll only use it to reach out about your inquiry. No CRM, no drip sequence.