Fractional product leadership
Hands-on leadership across product strategy, priorities and operating decisions, without a full-time hire.
Time commitment
Set on the intro call
Engagements start at
From $10,000 a month
Role
Embedded, part-time
Who it’s for
For teams that need product leadership now, and are not ready for, or not sure about, a full-time executive
No senior product owner
Priorities are set by whoever argues loudest.
A leader in transition
The role is open, or the person in it needs a senior partner.
Decisions without evidence
The team ships, but cannot say what worked or why.
What I own
The work, not just the advice
Strategy
Where the product is going, and what it is not.
Priorities
What gets built, in what order, and what stops.
Evidence
Metrics and experiments that settle arguments.
Operating rhythm
Planning, reviews and decision habits the team keeps after I leave.
How it works
A set weekly rhythm, so it is easy to rely on
1
Intro call
The business, the team, and the decisions that are stuck.
2
First 2-4 weeks
Find the biggest weaknesses, set them as team KPIs, and agree a direction and quick wins.
3
Weekly rhythm
A standing weekly check-in.
4
Roadmap and hand-off
A reprioritized roadmap, a team that measures its work, and a rhythm it can run without me.
Proof
Where this comes from
Led teams through launch
I have led numerous product and analyst teams across several launch products you likely know, including zero-to-one products and products already in flight. I have spent 5+ years at director level or above in a product org. Most recently I led mobile product on an unreleased AAA title.
Case: from scattered priorities to a product-first team
A lifecycle analysis showed the three biggest weaknesses: conversion after the trial, capturing renewals, and mid-lifecycle retention. Early retention was good, but engagement slowed about a month in. We set these as team KPIs, and the team worked out solutions together within two weeks. That gave us a clear new direction and quick wins that turned things around. The company then strung together two consecutive profitable months after a long unprofitable stretch. We also started longer-term initiatives to fix the product’s pitfalls, built a 6-month roadmap, and reprioritized every task by whether it addressed the biggest needs.
The team went from not measuring or predicting the impact of its work to a clear focus. Every feature now has a primary KPI, PRDs are agreed before development, results are measured after release, and A/B tests are planned ahead. A product-first culture.
Fit
Is this the right engagement
A good fit
You need a senior product owner for a defined stretch, and can give access to the team and the data.
Not the right fit
You need a full-time executive on site, or only a one-off audit. For an audit, see the Bottleneck Diagnostic.
Questions