Product and AI consulting · Austin, Texas
I've held CEO, CPO and COO roles in my career. I founded a company and took it public on NASDAQ, and sold two others. I work with CEOs, boards and investors on the product side of the business.
Most AI work stalls as a pilot. I pick the few initiatives that pay, write the requirements and success metrics before deciding what to build and what to buy, and measure every result against a baseline.
I also teach teams to work this way. I ran a two-day all-hands that trained a global product organization on Claude Enterprise, and we built the skills, plugins and standard practice together. I build with Claude Code every day.
For a CEO who needs product run as a business function, or a company between product leaders. I sat on the executive leadership team at RazorMetrics with seven direct reports, ran a 40-person engineering organization (32 offshore contractors, 8 onshore) alongside product for about 18 months, and founded the Program Management Office that put both on one operating model.
Before a raise, a sale or an acquisition, investors and buyers read the product organization closely. I get the roadmap, the architecture, the security posture and the operating model into shape before they look.
After close, I run the integration. I have integrated acquisitions at Perficient, Dachis Group and OEC.
I read a roadmap the way an investor or an acquirer will: what it costs, what it bets on, and whether the architecture underneath can carry it.
Build, buy or integrate. I write the requirements and success metrics before choosing, so every option has a number to beat.
Consolidating stacks after an acquisition, migrating off home-grown software, replacing a vendor. I decide what to sunset and which architecture wins, then move the business without stalling it.
Integration is where deals lose their value. I integrate the systems and the business operations, and I would rather start the plan before close than after.
I architect the solution myself, not only the requirements, and I stay with it through certification and security review.
Structure, operating model, standards, and the training that makes them stick.
Growth should not mean hiring in proportion. I look for the step that makes every new customer or transaction cheaper than the last.
I move AI into the work itself, with people handling the exceptions and judgment calls, and measure it against the process it replaced.
I have worked on every side of a transaction: as the founder who took a company public, the founder who sold, the acquired executive who stayed, and the operator who integrated the companies someone else bought. That history shapes how I run product. I want the roadmap, the numbers and the architecture to hold up when someone with a checkbook reads them.
I co-founded Capital Factory in Austin and mentored there from 2011 to 2020, and I sit on the board of Fetii.