Technical depth.
Business fluency.
13 years in fintech, building products where the customer, the architecture and the P&L all have to line up. I read all three — and translate between them.
I'm the person you bring in when a product is split across teams, systems or markets and has to become one — for the customer, and for the P&L. That's backed by an MSc in Computer Science and an EMBA from Kozminski. The technical depth to design APIs and read code, the business lens to own a P&L.
I lead through clarity and shared goals, not hierarchy →
I led
unified platforms
PL/RO/BE/DE/SE
across roles
exp
Own the outcome, not the org chart.
Take the quick win that earns room for the big one.
Prioritize by Cost of Delay and Impact.
Most complexity is just waiting — clear it before adding anything.
Value isn't real until it's measured.
Judge a platform by customer outcomes — activation, retention, NPS — as much as its P&L.
Define failure before anyone writes code.
Own total cost of ownership — not just today's build in one team, but the cost to others: ops, maintenance, licensing.
Validate before you scale — experiment, keep what works, retire what doesn't, and call results honestly.
Build it yourself enough to keep your judgment honest.
Open to Head of Product roles in fintech. Building from zero, consolidating platforms and processes, scaling them across markets — without losing the customer along the way.