Three ways to engage.

A ten-step structured process that reads the competitive landscape as a set of forward-looking signals. I examine capabilities and positioning alongside hiring patterns, messaging shifts, product launches, partnership announcements, and funding trajectories. Together they show where a competitor is heading before it says so publicly. The analysis closes with a buyer voice layer: how real buyers describe the category in their own words, what they consistently praise and criticize, and where the gap between vendor claims and buyer experience points to genuine opportunity. The output is an executive summary and five strategic implications calibrated to your specific priorities and roadmap.

I treat market research as an investigation. The approach combines structured industry analysis with firsthand accounts from practitioners inside the market: forum discussions, personal narratives, and unfiltered buyer perspectives. Published reports capture what is happening at scale; primary accounts reveal what it actually feels like to operate there. Every engagement closes with a STEEP analysis surfacing the forces reshaping the market, and a clear map of which questions remain open and require primary research to answer.

Original qualitative research with the people your product is built for. I design and run the research myself. The goal is to surface what users actually do, believe, and need, including what they can't put into words.

A seven-step process where design criteria come before concept generation. I first establish what a successful solution must do, for whom, and under what constraints. Analogous research then surfaces how adjacent industries and disciplines have solved related problems. Concepts are generated at volume, stress-tested through structured critique, and refined before prioritization using a weighted scoring model. Each surviving concept is documented as a testable artifact with stated hypotheses, leap-of-faith assumptions, and risks laid out clearly. The output is a prioritized concept set with a recommended starting point, ready to move directly into prototyping or evaluative research.

I map multiple plausible futures, including discontinuous ones, and check that your strategy holds up across them. The goal is to reduce the risk of being right about your product and wrong about the world it launches into. Typical outputs include scenario sets, signal analysis, and an assessment of where your current strategy is most vulnerable to change.

I help teams decide what to build next, and why, with research behind it. For products already in market, that includes framing KPIs and OKRs around outcomes, feature discovery and prioritization for shipped products, experiment design and instrumentation, and a leadership operating cadence that keeps the roadmap honest as reality changes.

I lead the work myself and take on a limited number of clients.

KPIs and OKRs: health metrics you watch, and change goals you chase.

• Outcome-oriented KPIs and OKRs: metrics that inform decisions without OKR theater
• Feature discovery and prioritization for products already shipping
• Experiment design and instrumentation so bets can be tested
• Leadership operating cadence for roadmap review and tradeoffs

I design and facilitate working sessions across formats and scales. They range from focused leadership workshops and cross-functional strategy sessions to hackathons, innovation challenges, and multi-day offsites. The design of the session matters as much as the facilitation of it. I bring the same research and strategic discipline to structuring the questions, the agenda, and the outputs as to running the room.

Organizations tend to focus AI investment on what goes into their products. I focus on the parallel question: how AI changes the way your teams work. I start by mapping how people across product, marketing, customer support, and other teams actually work, identify where the most meaningful inefficiencies live, and build the tools and Claude skills that eliminate them. The output is working infrastructure your team uses from day one, built around how your organization already operates.

A complete plan for how your product reaches the market: target segments, messaging, channels, sequencing, and the metrics that tell you whether it is working. Built from the research up.

An eight-step process that starts with competitive alternatives instead of the product itself. Before assessing what makes a product distinctive, I map what buyers would actually use if the product did not exist, including workarounds, internal builds, and doing nothing. That landscape determines which attributes are genuinely valuable and to whom. It closes with an explicit decision about market framing: whether to compete head-to-head in an established category, dominate a subsegment where the category leader's rules do not apply, or define a new category entirely. The output is a positioning canvas that drives downstream work: sales narrative, website and outbound messaging, pricing review, and feature prioritization input.

Strategy and execution for products where the product itself is the primary acquisition and retention mechanism. Covers onboarding, activation, expansion loops, and the instrumentation to understand what is working.

Early-stage UX work grounded in user research. I can take a concept from research-informed wireframes through to a tested interaction model, with particular depth in workflow-heavy product categories.

I treat customer success as research. The CSMs who drive retention and expansion are the ones who understand their customers at a level most teams never reach. They know what the customer does, their jobs to be done, their most significant pain points, and the opportunities they are actively pursuing. That understanding is what allows a CS team to connect product value to customer reality in a way that is specific enough to matter. With early-stage companies, I build a CS organization from the ground up: team structure, processes, and playbooks. With established organizations, I help existing teams build and apply that customer knowledge.