The problem
Product leadership is a gap long before it's a full-time role.
Plenty of companies reach a point where product needs a senior hand, someone to set direction, bring order to delivery, and coach the team, well before the headcount, the budget, or the certainty justifies a permanent CPO. The usual answer is to stretch a founder or a first PM into a role they've outgrown, or to leave the seat empty and hope. Neither works for long.
A fractional engagement closes that gap. You get someone who has led product organisations for over 20 years, embedded for the time you actually need, focused on leaving the team stronger than they found it.
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You have product people, but no one setting the strategy or operating model above them.
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Delivery is reactive, roadmaps slip, and no one can say why one thing is prioritised over another.
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You're between CPOs and need steady hands to hold the function together.
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The team needs coaching and structure more than it needs another pair of building hands.
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You want senior product judgement in the room for a specific push, a raise, a launch, a pivot, without a permanent commitment.
How it works
Three ways to bring me in.
Every engagement is scoped to what your team actually needs. These are starting points, not fixed packages, we'll shape the right arrangement together.
01 — Fractional
Ongoing, part-time
A set number of days per week or month, sustained over a longer period. I own product leadership as a standing part of your team.
Best when: you need consistent senior leadership but not a full-time seat.
02 — Interim
Full-time, time-boxed
A defined stretch of full-time leadership, covering a gap between hires, steering a critical phase, or building a function from scratch.
Best when: you're between CPOs or in a period that needs full focus.
03 — Advisory
Light-touch, high-leverage
Regular advisory sessions with founders or leadership, a sounding board for strategy, prioritisation, and the hard product calls.
Best when: the team is capable but the top of the org needs a trusted second opinion.
What I bring
What an engagement actually delivers.
Every company is different, but the work tends to centre on the same handful of things, the levers that move a product organisation from reactive to deliberate.
OKR design & rollout
Setting up objectives and key results that actually drive focus, then embedding the discipline so they outlast the engagement. I built OKRgen, a standalone OKR tool, after seeing the same gap again and again.
Team coaching & capability
Growing the people already in the room. Backed by an ORSC systems-coaching certification (CRR Global), I work with the team as a system, not just as individuals.
Product operating models
Planning cycles, roadmapping, and the frameworks for exploration, validation, and delivery, the scaffolding that makes a team predictable without making it rigid.
Strategy-to-delivery alignment
Connecting the executive view to what teams ship day to day, so cross-functional groups pull in one direction and priorities are clear and defensible.
Drawn from 20+ years leading product across Avast, AVG, and Rapid7, including growing the AntiTrack privacy line from around $2M to $40M in annual revenue, and most recently through concurrent fractional engagements at Zeropark and SignalTuner.