Notes from
the practice.
Short pieces on product, systems, and ventures. Written from inside the work, not from above it.
Governed AI: why enterprise AI needs a permission-aware home
Most work inside an organisation is ungoverned. AI did not create that problem; it made it urgent. The answer is a governed place for AI, evidence, and automation to live.
Hire, outsource, or co-develop: how to resource a new venture
There are three ways to build a new venture: hire a team, outsource to an agency, or co-develop with a practice. Most founders default to one without weighing the other two. The right choice depends on how settled the thing you are building actually is.
What a fractional CPO actually does
Fractional product leadership is having a moment, and most descriptions of it stay vague. Here is the concrete version: the decisions a fractional CPO owns, the ones they leave alone, and why timing matters more than the title.
Aligned incentives: why whoever builds a venture should own part of it
How a venture gets built is shaped by how its builder gets paid. When the builder holds a stake instead of only an invoice, the incentive shifts from shipping scope to making the venture work. That difference compounds.
Why platform ventures need product leadership earlier than founders expect
Most platform ventures postpone product leadership until after first customers. We argue the opposite.
Pricing is a product decision, not a finance exercise
Pricing gets treated as something to figure out later, by finance, once the product exists. That is backwards. Price is a product decision, and deferring it quietly shapes the product into something that struggles to charge for itself.
The co-development model: how modern practices hold both services and product portfolios
A note on how service practices and product portfolios can compound, instead of competing for attention.
Concept to working product: the decisions that actually matter in the first 90 days
A short field guide to the structural decisions that quietly shape everything downstream.
Integration as a product surface, not plumbing
Reframing enterprise integration from infrastructure tolerated into product surface chosen.