How I engage with your team
Three ways in. All built on the same framework:
People, Product, Process
1.
Product Development Check-in
You know something is off, but you're not sure exactly where. Or you're about to make a big bet and want experienced eyes on it first.
I spend two weeks looking at your company through three lenses: your people (team structure, capability gaps, whether the right people are making the right decisions), your product (architecture choices, platform decisions, cost assumptions, and whether you're building something that scales the way your roadmap needs it to), and your process (how work moves, how decisions get made, whether the team is aligned on what "done" looks like).
Two working sessions, with an independent review in the middle, and a written deliverable which includes a prioritized assessment of what's working, what's not, and what to fix first. Not a 50-page report. A clear, honest picture with specific next steps.
2.
Fractional Advisory
You've got the funding and the ambition. Now you're making the decisions that will compound for the next two to three years. What platform to build on. Which capabilities to bring in-house and which to partner for. How to structure the team. How to define a product architecture that serves not just the first product, but the roadmap behind it.
I embed alongside your founding team as an experienced voice on the critical path. Not replacing anyone, just making sure the lessons from 25+ products don't have to be relearned from scratch. In practice, that might mean pressure-testing architecture decisions, evaluating design and engineering partners, defining the product development strategy that fits your specific situation, or helping the team navigate the transition from development into manufacturing readiness.
Month-to-month, no lock-in. The depth flexes based on what the moment needs.
3.
Investor Technical Review
Hardware investments carry technical risk that financial due diligence alone can't surface. Whether you're evaluating a new deal, checking in on a portfolio company that feels off track, or just want an independent read on whether the product strategy matches the business plan, I can help you see what's really going on.
I evaluate through the same three lenses: does the team have the right structure and partners to execute? Is the product architecture sound, are the platform decisions defensible, and do the cost assumptions hold up? Is the development strategy credible or just dates on a slide? You get a written assessment with an honest picture of where the real risks are and what to dig into next.
Let’s talk about what you’re building
No pitch, no commitment. Just a conversation about where you are and where you’re headed