I learn from customers, the market, and the work itself.

I work best when a team knows a problem matters but has not decided what to do. I may interview customers, map a workflow, test a market assumption, build a prototype, or write a decision memo.

I am most useful when customers, product, finance, and delivery affect the same decision. I look for what is happening, what information would confirm it, and what the team should do before spending more time or money.

In Pier's three-person founder team, the technical cofounder owns core-product engineering. I own the product-management function: customer discovery, workflow and roadmap decisions, onboarding UX, QA, external testing, and the use of customer feedback in engineering and product-positioning work.

I bring customer research, product scope, and release questions into engineering decisions. I also built a process that turned interview transcripts into cited findings before we updated product and positioning documents.

I also develop and ship Pier's marketing website and partner guide in production. Working directly in Codex, Git, and GitHub keeps me close to the point where product decisions become something a user can navigate. The same founder role has included investor narrative, financial analysis, cap-table work, and close support around the company's fundraising.

This matters most in customer-facing AI products. I learn how customers work, turn that work into a process we can build, communicate with the people involved, and keep product claims accurate as requirements change.

I often own work that connects several parts of the business: the workflow, the facts behind a claim, the commercial rationale, and the document that helps us decide what to build, pitch, test, or stop doing.

In a flat three-person co-founding team, that also meant doing the financial and fundraising work directly: market and competitive research, financial projections, accretion and dilution analysis, cap table management, and the investor explanation work behind the pitch. I built and delivered fundraising pitches that helped bring in VC money and investor re-ups.

Writing is part of the work. It helps me test whether I understand a problem well enough to explain it. It also gives people who were not in the room enough context to assess a decision.

How I approach a problem

• I compare what people do with what they say.
• I separate known facts from assumptions that only sound plausible.
• I check whether the work merits more time, money, or trust.
• I record what customers ask for, object to, and misunderstand.
• I use prototypes, models, and workflows when they make a decision clearer.
• I check the facts before asking someone else to rely on a claim.

Connect

For professional conversations, email [email protected] or connect with me on LinkedIn. You can also review my resume.