Product Visionary · Fintech & Financial Platforms
I work as a hands-on product manager and product visionary for companies and teams who treat product that way too. Fifteen years across trading platforms, liquidity systems, and consumer fintech taught me this isn't a philosophy, it's the difference between products that ship and products that matter.
Learn about my advisory servicesI don't think of product as one department alongside engineering, sales, and marketing. I think of it as the thing they all orbit, the place where technical constraints, business reality, and what a person actually needs all have to reconcile into one decision. That belief shapes how I work with every team I join. I've written more on this in Product Is Not a Function. It Is the Heart of the Organisation.
I joined Bancor in 2017 as one of its earliest product hires — when the idea of an automated, non-custodial trading platform was genuinely unproven. Over nearly a decade I have owned product strategy and execution across five major platform generations, building the product, design, and business intelligence functions from scratch alongside a 40-person engineering organization.
The problems I have solved are not abstract. How do you design a pricing mechanism that protects liquidity providers from structural financial risk? How do you ship a trading protocol across nine different networks without fragmenting the user experience? How do you reduce the time to integrate third-party AI agents from weeks to minutes? These are real product bets, with real capital at stake.
My background starts in computer science and runs through sales, operations, and growth before landing in product. That stack matters: I can read a technical spec, run a business development conversation, and design a user flow in the same week. Most product leaders can do one or two of those things comfortably.
Most product teams live entirely in phase two and call it discipline. I think it is a failure of ambition. The loop optimizes what exists — it does not create what does not. So I make a point of deliberately pulling a team back into phase one thinking, even when the product is mature. That disruption is what keeps a product from slowly optimizing itself into irrelevance.
Advisory engagements with me can sit anywhere on the spectrum, from scoping a single feature with your team, to shaping a multi-year product vision and roadmap from scratch. Some clients need a sounding board for one hard decision. Others need a product function built from the ground up. Both are within scope.
I work with a small number of companies at a time. If you are building a financial product and want a senior perspective on where you are going, reach out.