I've designed the systems behind $20B+ in monthly volume — and I advise private equity on the product side of deals, from buy-side diligence to exit. Now I put that senior product muscle to work for founders, funds, and growth teams: sharp, fast, and right-sized — not buried in a six-figure retainer.
I'm a product leader who has scaled real platforms from early stage to massive outcomes — leading AI-driven lead routing at Zillow and designing the next-generation origination platform that let loanDepot surpass $20B/month in funding and supported its path to IPO.
Today I work with a small number of high-caliber clients across fintech, AI, healthcare, automotive, IoT, and energy — founders building category-defining products, private equity firms on the product side of deals (diligence, value creation, and exit), and growth teams installing a real product function. I bring an operator's hands and an investor's eye to every engagement.
M&A product advisory across the deal lifecycle and product-operating-system builds are where I go deepest. AI product strategy and new-venture work flow from those same muscles.
Product, platform, and architecture work across the full deal lifecycle — buy-side diligence, hold-period value creation, and sell-side / exit readiness.
Fractional & interim product leadership. OKRs, prioritization, org design, and hiring for teams with engineers but no product function.
Vision, roadmapping, and AI integration that moves metrics — lead routing, decisioning, and AI-native workflows. Not hype.
0→1 strategy, financial models, and GTM for new ventures and tech-enabled business models — including productizing institutional-grade frameworks into self-serve tools.
A fast-scaling public-health-tech company had inconsistent roadmapping, no shared metrics, and no head of product. I designed the operating system end to end — an OKR/KPI framework, standardized agile and prioritization, the right tooling, and an org-and-hiring plan including a dedicated Head of Product.
A leading medical-aesthetics software provider faced a crowded market and a freshly acquired product to integrate. Over a two-month research engagement, I defined the real market needs, validated which of the two platform architectures to build on, and delivered a roadmap covering pricing, tiering, and a path off legacy desktop installs.
An early-stage telematics startup had strong technology but no product org and scaling-limited infrastructure. I assessed market, product, roadmap, org, and platform — recommending OEM-agnostic positioning, a dynamic prioritization framework, a combined software/hardware product org, and a cloud-ready architecture (multi-tenancy, containerization, services) with quality-engineering and security remediation.
An automotive-tech acquirer had bought two vehicle-reconstruction companies with overlapping products and needed to decide which platform to build on. I evaluated both across product, market, financials, and architecture, selected the go-forward platform, designed a phased consolidation, and mapped how to fold in the second company's strengths while mitigating migration and retention risk.
Co-created a multi-location, tech-enabled golf franchise with Sutra Ventures — financial modeling, work-stream design, data-driven site selection, GTM, and orchestration of 10+ software, hardware, and real-estate vendors into one automated operating model.
Born out of the Back Nine build, I took the buy-side diligence frameworks I use for PE clients and productized them for prospective franchise owners: unit-economics modeling, location and lease analysis, competitive teardowns, and FDD red-flag / green-light screening — Wall-Street-grade rigor translated into a self-serve playbook and done-for-you services. foundersplinko.com →
Recent work: product, org, and platform diligence for investors in a $250M+ ARR usage-based-insurance & healthcare company • an international solar-technology provider assessed for a global investor • a cross-border EdTech merger (Australia–UK).
Building category-defining products who need strategy with execution teeth.
Across the deal — buy-side diligence, hold-period value creation, and sell-side / exit readiness.
Installing a real product function — the operating system, not just headcount.
I take on a small number of engagements each quarter to stay hands-on.
MECE framing, stakeholder interviews, data deep-dives, and constraint mapping.
Scenario modeling, prioritization frameworks, and opportunity sizing with modern tooling.
Roadmaps, operating models, and decision frameworks built with your team — not for them.
Implementation support and knowledge transfer so your team owns the system long-term.
I work with a small number of clients at a time. If you're building something ambitious and want a partner who has actually done it at scale, let's talk.