I've spent the last 12+ years building B2B products, starting with engineering roots and growing into product leadership.
As I moved from shipping to setting direction, one pattern kept repeating: direction drifts when GTM assumptions stay implicit, roadmap debates recycle, and PMF remains more narrative than measured reality.
I write and think about this failure mode in the open, and I'm building a governed decision system to address it, helping teams capture what they believe, why they believe it, and what would invalidate it, so growth is driven by validated constraints, not opinion drift.
Where I've Operated
Founding engineer at AOT Technologies, where I spent 10+ years helping scale the company from early stage to multi-product delivery across both product and service environments.
During this period, I led product initiatives including YepDesk, Cosmogence, and multiple client platforms-operating end-to-end from problem framing through production reliability.
Led product for YepDesk (event management SaaS), which sustained 85%+ logo retention for two consecutive years (pre-COVID) and remains in active production.
During COVID disruption, we deliberately simplified and preserved retention instead of chasing premature expansion.
Built roadmaps as risk-retirement sequences, making explicit stop/defer calls and instrumenting GTM workflows for decision-grade signal.
Key leverage moves included platform reuse across SaaS and licensed deployments, and expanding Cosmogence payroll from ~6 to 150+ countries via Deel while deferring subsidiary overhead.