Product and commercial direction
I work with you on customer discovery, product strategy, packaging, pricing, and enterprise sales. We shape a roadmap around what customers value and what your company needs to earn.
Product & technology leadership
Decide what comes next. See it through.
Product, technology, and commercial decisions keep coming back to you, often while you’re trying to serve customers and grow. You need someone who can make those choices with you and take responsibility for seeing them through.
I work with founders, operating teams, and portfolio companies to do that. We agree on what I own and what the team needs from me, then make decisions and lead delivery together.
At a glance
- Who it’s for
- Behavioral health and healthcare founders and operators first. Other founders and operating teams are welcome.
- Timeline
- Scoped to the role: a focused project, an advisory role, or ongoing product and technology leadership.
- What you leave with
- Decisions made and owned, a team able to carry them out, and agreed measures that show whether the role is working.
- Fee
- Agreed with the scope, before I start.
Relevant experience
Build around what customers value.
At TheraMatch, I owned product, technology, and strategy, developed the early matching and clinical framework, and led the company through acquisition and integration. TheraMatch and TPN Match reached $1 million in ARR and more than 1 million lives under care in less than 12 months. At Paragon Truss, I led the deal, contracts, and client interaction for its first enterprise contract, valued at $500,000 annually.
Those are different kinds of work, but each requires an understanding of customers, costs, and delivery that holds up in practice. A product has to answer a customer’s need. An agreement has to describe something the company can deliver. Your team needs enough understanding and support to make it happen.
What I can own
Agree on what I will own.
Technology that supports your plans
I can take responsibility for architecture, data, integrations, vendor choices, and AI workflows. We consider the cost of building and running the product, and what the team will need to support it.
A team able to deliver
I help shape the team, hire where needed, and make ownership clear. At One to One Health I hired the founding engineers; at BCBST I led 22 direct reports and worked with a separate matrix of more than 130 people.
Working together
Agree on what the role needs to accomplish.
We begin with what you want to achieve, the team already in place, and the decisions ahead. A title alone will not tell us what the company needs from the role. I want to understand what would be different if the engagement worked well.
We then agree on the deliverables, decision authority, time commitment, team support, and measures. We may agree on a focused project, an advisory role, or ongoing product and technology leadership. We settle that scope before I take it on.
I bring preparation, curiosity, and a willingness to lead. I also want your team to have room to question the plan and improve it as we learn.
How I work with a teamWork with me
Tell me about the next stage of the company.
I’d like to understand the decisions ahead and where your team could use someone alongside them.