I’ve spent my professional life working between technology and people. Sometimes closer to one side, sometimes the other, usually building or delivering software. Throughout that time, I kept asking: “Does this make sense?” and “What is the actual goal, and how do we reach it?” A few years into my career, that mindset led me to product management, and I knew it was the direction I wanted to take. Since then, I’ve applied it to building products used by hundreds of thousands of people.
What I can help with
- Turning product value into revenue — identifying what gets in the way of conversion, retention and growth, and helping improve the monetisation model and technology behind it.
- Focusing product work on what matters — helping companies choose the right problems to solve, connect product decisions to business goals and organise work around results.
- Leading products through change — taking on a Head of Product role for companies building new products or scaling existing ones, connecting strategy with practical delivery.
How I got here
My employment history is on LinkedIn. Here, I’d like to tell you more about who I am and what I think about when I talk about building products.
I always wanted to work with computers. Even before I had one, I was reading about how they worked and how they were built. So I had a path set: specialise in maths at school, study at a university of technology and become a programmer. I even worked as a programmer for a while. But it wasn’t quite what I was looking for.
Studying engineering opened my eyes to the balance between theory, creativity and practicality. Seeing computer science applied in industrial installations and robotics showed me how theoretical knowledge could solve novel but practical problems.
I believe in the essence of engineering: applying knowledge and data to solve practical problems. That thinking shapes how I approach my work, whether at the technical, product or team level. The goal is to make it work, using clear criteria to judge the result. Engineering is the pinnacle of creativity, in my opinion.
Alongside technology, I’ve always been interested in how the world—and especially people—works: history, politics, psychology and economic decisions. I love learning what happens behind the curtain, why it happens and how it all connects. I also love solving puzzles and playing games where finding the right solution matters more than being the quickest.
Building products brings these interests together. You solve complex puzzles, often without even knowing what the pieces are, by learning new things, using that knowledge to build a solution and testing it. That’s why I’ve been working in product management for the last 15 years.
How I approach my work
No bullshit
The paperwork usually connected with product management—PRDs, user stories, slides and documents—and the processes around it are means to an end. Too often, they become performative acts. What matters is not how well something looks on paper, but whether it actually works.
Actual results over procedures
Yeah, I know: this echoes the Agile Manifesto. Yet companies still create procedures for the sake of procedures. When someone has to fill in a form or submit a ticket without a clear purpose, it’s worth asking what that effort achieves.
Mindlessly following a procedure can get in a team’s way. Procedures are useful as long as we understand their purpose and limitations.
Ideas are cheap
Having a concept for a product is not the problem. Everybody can come up with ten startup ideas, especially now that you can just ask AI. The actual challenge is choosing the right idea to pursue and making it work commercially.
This is a central part of product management: making tough decisions. Most ideas don’t hold up. The goal is to quickly filter out those that don’t work and focus on the ones that do.
The product is not the goal
Making the right decisions and successfully delivering a working product is not the final step. Even a perfectly built product can fail if nobody sees enough value in it to pay for it.
The commercial side is an integral part of product success. Creating value for customers and understanding how that value supports the business should always be part of a product manager’s work.