I'm a product builder.

A scaling fintech startup where product, business and platform didn't share outcomes – value creation was abstract, the platform wasn't compounding leverage, and capacity stalled under growth. Every gap traced to one root: no shared ownership of business outcomes.

Set a product strategy built bottom-up on business outcomes – product owning churn, CSAT and revenue, with nothing funded without a payback thesis. Rebalanced investment to stand up an ecosystem & platform stream, framed the marketplace as the moat, and defined a thin, outcome-owning operating model, hiring sequence and a 90-day execution plan.

A 6,000-engineer organisation was slowed by fragmented internal tooling with no single owner – and a culture that treated the developer platform as plumbing, not product. The real constraint was ownership and strategy, not effort.

Took product ownership of the developer-infrastructure space, built a unified developer-experience platform across fragmented workflows, set a company-wide reliability strategy the whole suite could rally around, and grew the product team from 3 to 10 in three quarters.

In a ~$2bn social gaming business, a critical redemption flow had no centralised capability, fraud was draining value, and player trust was an unmanaged business risk rather than a product.

Centralised the money-flow, built a verification capability to choke off multi-account abuse, and shipped responsible-play features (activity reminders, self-serve limits) that treated trust as a product.

A leading health-booking platform needed durable growth. Integrations looked like a technical headache; reframed, they were the distribution and the moat – the path to the category's #1 telehealth ecosystem.

Owned the integrations product powering bookings across thousands of practices, established a new business vertical, and turned partnerships into new revenue – putting the platform at the centre of national telehealth.