WHO THIS IS FOR
Sound familiar?
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The launch date has moved again, and nobody can tell you with confidence when the new one is.
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You've spent six figures and still don't understand what's actually been completed.
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Your vendor says everything is going well, but the evidence says otherwise.
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The roadmap gets rewritten every quarter, and nobody believes what’s presented anymore.
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You're making every product decision while also running the company.
You need someone who can dive in, understand what's happening, give you an honest update, and help the team decide what to focus on next.
Growth makes product harder.
It doesn't have to make it messier.
As companies grow, product decisions get more complex. More customers, more ideas, more dependencies, and more pressure to deliver.
Priorities shift, decisions stall, and the teams are working hard without always being aligned on what matters most.
I bring experienced product judgment into those moments. By helping you understand what's really happening, challenging the assumptions, and turning decisions into realistic delivery work.
THE GET SORTD METHOD
How I help bring clarity to what matters most
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Get close to the work.
I talk to the entire delivery team, I review the backlog, sit in the standups, and look at what's actually being delivered. The real problems usually show up in conversations, not documentation.
Challenge when it matters.
I'm not there to agree with every decision or win every argument. I'll question assumptions, surface risks and push back when I think it matters. Once a decision is made, I get behind it and help the team move forward.
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Say it straight.
You get an honest read on what's working and what isn't. If I think something shouldn't be built, I'll say so. When a date isn't realistic, I'll say that too and explain why.
Turn decisions into delivery.
Good decisions only matter if they get executed. I help create a plan the team can believe in, a rhythm that keeps the work visible, and enough structure to keep delivery honest without creating unnecessary processes.
Why not just hire another full-time product manager?
Sometimes you should.
But hiring takes time, and you may not know yet what role you actually need.
I can usually start within two to four weeks of agreeing on an engagement. I step in at the level the situation requires, help solve what's in front of you, and stay for as long as the work needs me.
I'm also independent. I don't have a feature, solution, team, vendor or roadmap I’m emotionally invested in and need to protect. That means you get an experienced outside perspective, and someone who can tell you honestly when the answer is to stop, change direction or keep going.
SERVICES
Two Ways to Work Together
Product Direction Reset
Six weeks to understand what's really happening, decide what matters, and agree on one plan.
For teams that know something has to change and want an experienced, independent product consultant to help work out what comes next.
Interim Product Leadership
Senior product leadership embedded in your team without the full-time hire.
For when you need someone alongside the team owning direction, challenging assumptions and keeping the work moving — for as long as the project needs it.
CASE STUDIES
Recent Work
Stopped a $30K USD-a-month AI vendor engagement.
Two AI vendor pilots, one decision to scale and one decision to stop. Leadership had clear evidence to decide where to invest.
Exposed 30+ additional scope requests on a fixed-fee project.
A digital agency's ecommerce build was exposed to scope creep. Scope changes became explicit change requests instead of hidden ‘free’ additions.
Supported a $100K+ project from uncertainty to launch.
More than a year in and over $100K invested, with little visibility. A weekly delivery rhythm and a clear MVP helped get the project to launch three months later.
What clients say
Practical, collaborative and willing to ask the hard questions.
Five things most companies learn the hard way
1. A roadmap nobody believes in, is worse than no roadmap at all.
2. A good “no”, comes with a reason and a better use of the team's time.
3. Silence that looks like alignment, usually isn't.
4. If work needs to happen, it needs to be visible and planned honestly.
5. The real problems show up in conversations, not documentation.
Product thinking grounded in how software actually gets built
Credibility with engineering.
I've been the developer, the tester and the product manager. When I push back on an estimate or question an approach, it's grounded in past experiences.
Clarity for leadership.
I translate delivery reality into business terms: what it costs, what it risks and what you get in return.
Judgment under pressure.
I've made product calls in regulated enterprise environments and in startups where speed is survival. I know when to push, when to slow down and when to move forward.
