"We have a product, but no product strategy."
The roadmap is a backlog with deadlines. The team is busy, but it is not clear whether the right things are being built or whether anyone is closer to a real win this quarter.
Fractional Product Leadership
Fractional product leadership for products that have to get it right the first time.
I help founders and product leaders take complex, regulated, or AI-heavy products from unclear to shipped — and help product organizations rethink how their teams discover, decide, and deliver in the age of AI.
Recognize this?
If any of this is happening, we should talk.
"We are between PM hires."
The last PM left, or the next one is six months away. Engineering is shipping, customers are asking for things, and decisions are quietly being made by whoever shouts loudest.
"This product needs more than a PM — it needs a leader."
The work touches regulation, AI, data privacy, or enterprise stakeholders. Mistakes are expensive. You need someone who has run products at this level of difficulty before, not someone learning on your time.
"Our product team is still working the same way it did three years ago."
Everyone knows AI should be changing how the team runs discovery, writes specs, evaluates ideas, and measures outcomes. Nobody has the bandwidth or the mandate to make it happen. So nothing changes.
How I help
How I help
Three ways we can work together. All three are designed to leave your team stronger than they arrived.
Fractional VP Product
Embedded product leadership for a defined chapter.
3–9 months · 2–3 days/weekIncludes
- Product strategy, vision, and a quarterly plan that ties to business outcomes
- Direct ownership of the most important product bet, with engineering, design, and data
- Hiring and coaching of the in-house PM team that takes over from me
- Operating cadence — the rituals, docs, and metrics that keep the team aligned after I leave
- Embedding AI into how the team works — discovery, spec writing, prioritisation, and measurement — so the process gets faster and sharper, not just the product
Good fit
You are between PM leaders, scaling past your first PM, or facing a strategic shift that needs a senior hand for a few quarters — not a permanent hire.
Product Strategy Sprint
Six weeks to a clear answer on what to build next and why.
4–6 weeks · focused engagementIncludes
- Customer and stakeholder interviews, market scan, and a structured competitive read
- Working sessions with founders and leadership to pressure-test direction
- A written strategy document and a 90-day plan your team can run with
- One follow-up review four weeks after delivery, to course-correct
Good fit
You are pre- or post-fundraise, between bets, or staring at a roadmap nobody believes in.
Product Advisory
A senior thinking partner on a regular cadence.
Ongoing · monthly retainerIncludes
- A standing biweekly working session with you, your CPO, or your lead PM
- Async review of strategy docs, PRDs, roadmaps, and key launches
- On-call sounding board for the hard calls between sessions
Good fit
You already have a product team, but the top of the function is missing a peer to think out loud with.
How I work
Senior product leadership without the consulting performance.
Listen
The first two weeks
Before changing anything, I sit with the people doing the work. Customers, sales, support, engineering, design. I read the docs nobody asks me to read. The point is to surface the real questions, not just the loud ones.
Anchor
Turning noise into a plan
We agree on the one or two outcomes that matter most this quarter, and the bets we are making to get there. I write it down in language a non-PM can read. Anything not on that list gets a respectful no.
Ship
Then make myself replaceable
I run the most important bet end-to-end with the team — discovery, definition, delivery, learning. As we go, I document the operating model so your in-house PM, when they arrive or grow into the role, has a starting point instead of a blank page.
Where I add the most value
Where I add the most value
My background is strongest where the product has to be smart, careful, and useful at the same time.
Strongest fit
- Healthtech and digital health, including platforms that handle clinical or research data
- AI products with real users — evaluation, trust, scope, and the operational layer that makes them work
- AI transformation of product organizations — helping teams rethink how they discover, decide, and ship when AI is part of the process, not just the product
- Regulated industries — healthcare, financial services, public sector — where compliance and product cannot be separated
- Enterprise-grade B2B platforms with complex stakeholder maps
- Data and infrastructure products built for technical buyers
Also happy to talk about
B2B SaaS, marketplaces, mobile, and consumer products where the underlying problem is genuinely hard. If you are not sure whether your problem fits, write to me — I will tell you straight.
About
About
I am a product leader with 25 years of experience building software in places where the stakes are real — healthcare, AI, and enterprise platforms among them. Most recently I led product at multiple startups and enterprises pre and post acquisitions. The framework I trust most is the one a team builds together — the small set of habits that survive the quarter. I now work as a fractional product leader for founders and product organizations who need senior judgment for a defined chapter, not a permanent seat.
How I think
Four things I keep coming back to.
Strategy is what you say no to.
A roadmap that includes everything has not made any decisions yet. The work of product leadership is choosing the one or two things that matter and defending that choice through the quarter.
Outcomes over output, but only if you measure them.
"Outcome over output" is a slogan until somebody picks the metric, the baseline, and the target — in writing — before the work starts. Most teams skip this step and then argue about success.
AI in product management is a process question, not a tools question.
The teams that improve fastest are not the ones with the best subscriptions. They are the ones that have worked out where human judgment still matters and where it does not — and have redesigned their process around that line.
The best product leaders make themselves unnecessary.
My job in a fractional engagement is to leave behind a team that is stronger, a strategy that is clearer, and a system the company keeps. The exit is part of the work, not the end of it.
FAQ
Frequently asked questions
Contractors execute scopes you write. Consultants leave you slides. As a fractional product leader, I sit in the role of a head of product for a defined period — making the calls, owning the outcomes, and building the team I will hand off to.
Most engagements are two to three days a week, blocked on a fixed schedule so your team always knows when I am available. Strategy sprints are full-focus for the duration. Advisory is a few hours a month.
Monthly retainer for fractional and advisory, fixed fee for the strategy sprint. Pricing is shared on the discovery call once we both know whether the engagement makes sense. Happy to walk through ranges if that helps you plan.
I am based in Israel and work with companies in Israel, Europe, and North America. Remote-first, on-site for the moments that matter — kickoffs, planning, hard conversations.
Yes. We can sign one before the discovery call if you prefer to talk specifics.
Contact
Have a product that has to get it right the first time? Let's talk.
The fastest way to find out if we are a fit is a 30-minute call. No deck, no qualifying form. Tell me what is on your plate and we will see if my background lines up with the chapter you are in.