Constraints first, vision second.
A vision that ignores latency budgets, GPU economics, regulatory perimeter, or capital structure is a press release, not a strategy. I start with the binding constraint and reverse-engineer scope.
Portfolio · 2026
Strategy, product, and transformation work — written for the audience that pays for it.
Three lanes, one portfolio. Product cases for senior PM hiring across tech and finance; strategy memos for MBB-style investment and corporate-strategy work; transformation memos for IBM / Accenture / Big-4 advisory roles. Pick the lane that fits, or read across.
Lane 01 / Product
PRDs & case studies for senior PM hiring.
0→1 product strategy with roadmaps, north-star metrics, and risks. For PM, GPM, and PM-II roles at tech and finance firms.
8 cases · ~12-min readsRead →
Lane 02 / StrategyInvestment & M&A memos for strategy hiring.
Decision-first, answer-up-front memos in the BCG/McKinsey tradition. For strategy, corp-dev, and investing roles.
2 memos · ~8-min readsRead →
Lane 03 / TransformationCIO-audience memos for advisory hiring.
Hybrid-cloud, GenAI, and core-modernization programs framed for the buyer who runs them. For IBM, Accenture, Big-4 advisory.
2 memos · ~10-min readsRead →
Approach
01 / Principle
02 / Principle
03 / Principle
04 / Principle
05 / Principle
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Five operating principles, one across every case.
A portfolio reads as a personality test. These are the lenses I apply before writing a PRD, picking a metric, recommending a deal, or sequencing a transformation program.
One load-bearing metric.
North-star inflation is the disease of mid-stage products. Every case names the single number that, if it moves, the strategy is working — and what it costs to move it.
Buy, build, or partner-and-extract.
For platform plays, the interesting question is rarely build-vs-buy — it's which capability you concede to a partner today so you can absorb it on your own terms in 18 months.
Surface the second-order risk.
First-order risks (latency, churn, fraud) are usually well-tracked. The risks that kill products are second-order: incentive misalignment, regulatory cliff, channel conflict. I name them explicitly.
Write like a memo, ship like a builder.
Strategy that doesn't survive contact with the codebase is fiction. Each case ends with a specific 30-60-90 plan that an engineering team — or an advisory engagement — could pick up Monday morning.
Selected work follows.
Twelve pieces total — eight product cases, two strategy memos, two transformation memos. Pick a lane to begin.