About Me
Iโm a transformative Product Management leader with 15+ years of experience driving innovation in enterprise SaaS platforms. I have a distinguished record of building high-performing teams and pioneering AI/ML solutions while scaling B2B and B2B2C products. I combine strategic product vision with modern development approaches including utilizing no-code solutions and workflow automation to accelerate growth.
Proven ability to drive organizational change
and deliver measurable business impact
๐๐ฟ๐ฎ๐ฐ๐๐ถ๐ผ๐ป๐ฎ๐น ๐ฃ๐ฟ๐ผ๐ฑ๐๐ฐ๐ ๐๐ฒ๐ฎ๐ฑ๐ฒ๐ฟ๐๐ต๐ถ๐ฝ ๐ณ๐ผ๐ฟ ๐ฃ๐ฟ๐ผ๐ฝ๐ง๐ฒ๐ฐ๐ต ๐ฐ๐ผ๐บ๐ฝ๐ฎ๐ป๐ถ๐ฒ๐ ๐ป๐ฎ๐๐ถ๐ด๐ฎ๐๐ถ๐ป๐ด ๐๐ต๐ฎ๐ ๐'๐๐ฒ ๐ฎ๐น๐ฟ๐ฒ๐ฎ๐ฑ๐ ๐๐ผ๐น๐๐ฒ๐ฑ.
After 30 years in commercial real estate and PropTech, I've seen the patterns younger teams haven't: the acquisitions that fail, the ML models that drift, the marketplace launches that miss timing, the 0-to-1 builds that stall at 0.3.
I work with PropTech founders and executives as Fractional CPO or strategic advisor when you need someone who's already navigated:
๐ง๐ต๐ฒ ๐ฐ๐ผ๐๐๐น๐ ๐บ๐ถ๐๐๐ฎ๐ธ๐ฒ๐ โ I've generated $4M in savings by recognizing automation opportunities others miss, cut processing costs 30% by questioning vendor lock-in, and identified marketplace revenue streams that created 7-figure ARR
๐ง๐ต๐ฒ ๐๐ฒ๐ฐ๐ต๐ป๐ถ๐ฐ๐ฎ๐น ๐ฑ๐ฒ๐ฎ๐ฑ ๐ฒ๐ป๐ฑ๐ โ Improved ML accuracy 27% by understanding where models actually fail in production, not in demos. Built data architectures that survive acquisitions (I've been through 4)
๐ง๐ต๐ฒ ๐บ๐ฎ๐ฟ๐ธ๐ฒ๐ ๐๐ถ๐บ๐ถ๐ป๐ด โ Expanded into SFR and Student Housing at exactly the right moment because I knew when multifamily operators would be ready. Launched marketplace solutions that connected brokers and investors because I understood both sides from asset management experience
๐ง๐ต๐ฒ ๐ถ๐ป๐๐ฒ๐ด๐ฟ๐ฎ๐๐ถ๐ผ๐ป ๐ป๐ถ๐ด๐ต๐๐บ๐ฎ๐ฟ๐ฒ๐ โ Unified platforms post-acquisition at RealPage twice. Know which systems to kill, which to keep, and how to make distributed teams work
My background spans the full real estate lifecycle: VP of Asset Management at BH Management, Director of Business Intelligence at Bell Partners, then 15+ years building enterprise SaaS at RealPage, Conservice, and redIQ (where I recently led product strategy). I've guided two analytics startups through successful exits (Rentlytics โ RealPage, InfoTycoon โ SightPlan).
Currently working with a stealth startup developing AI-augmented hotel valuation models while taking fractional product leadership and strategic consulting engagements.
๐๐ผ๐ฟ๐ฒ ๐ฐ๐ฎ๐ฝ๐ฎ๐ฏ๐ถ๐น๐ถ๐๐ถ๐ฒ๐: Enterprise SaaS strategy โข AI/ML integration โข No-code rapid prototyping โข Data product development โข Marketplace solutions โข 0-to-1 product launches โข Post-acquisition platform integration
Smaller teams using AI can move incredibly fast now. The question is whether you're moving fast in the right direction. I help you maintain speed while avoiding the expensive dead ends I've already navigated.
My Philosophy
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Eat the Elephant
Q: How do you eat an elephant?
A: One bite at a time.
In product management, we're often faced with mammoth-sized challenges that seem impossible to tackle. The secret? Break that elephant down into bite-sized, manageable chunks. By dissecting colossal projects into smaller tasks, we transform overwhelming obstacles into a series of achievable goals. This approach not only prevents team indigestion but also allows for better prioritization, clearer progress tracking, and the ability to pivot without wasting resources. The most complex products are built feature by feature, sprint by sprint. Resist the temptation to eat the elephant in one sitting. Nobody can do that and survive.
(Don't worry, no actual elephants were harmed in the making of this metaphor.)
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It Depends
"It depends" - The two words that make stakeholders twitch and keep product managers employed. In the world of product, one-size-fits-all solutions are as rare as bug-free releases on the first try. To craft the truly best product strategy, we need context. Before we start sprinting towards solutions, let's make sure we're running on the right track.
In product management, "It depends" isn't a cop-outโit's a call to dig deeper. Every product decision, from prioritizing features to choosing tech stacks, hinges on a web of factors: user needs, market trends, technical constraints, and business goals. By embracing "It depends," we commit to thorough analysis and tailored strategies that drive real value. So the next time you're tempted to jump on the latest product trend, remember: the right move always depends on your unique product puzzle.
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What is the best product framework?
It depends. No single framework is perfect for every scenario, so just eat the elephant one bite at a time.
Any framework you use must align the needs of the business to the needs of the clients. Use the recipe (framework) that is best for the situation and works best with your organization.
If I were forced to choose one framework, I prefer the Jobs to be Done framework. Work closely with clients to determine what theyโre โhiringโ us to do, and deliver exactly that.
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Balance
Yin-Yang. Opposing yet complementary forces. Light & dark. Good & evil. Hot & cold. Action & stillness. Client & business. When something is out of balance, the Yin-Yang of nature and consciousness will work to bring it back into balance.
Client & business? Yes - clients may request features that are not in line with business requirements, but in Product Management itโs essential to maintain balance between client and business value, along with managing various (sometimes oppositional) stakeholders.
Breathe | Exhale.