Find the bigger product.
I help companies and founders identify high-value opportunities hidden inside products, technologies and markets — and turn them into stronger value propositions, new products, portfolios and ventures.
What should this product or business become next?— The question behind my work
Sometimes the opportunity is much larger than the product.
The highest-leverage move is not always another feature. It may be a larger market, a stronger value proposition, a new product definition, or an entirely new venture.
“We have strong technology. What else could this become?”
Find larger product, market, platform, and business opportunities inside capabilities the company already has.
“The product works, but the value is not strong enough.”
Rethink the customer, problem, positioning, packaging, monetization, or product boundary before simply building more.
“AI is changing our market. Where is the real opportunity?”
Separate meaningful new product and business value from attractive experiments, incremental features, and AI-for-AI's-sake.
From hidden opportunity to a product or venture worth building.
Focused engagements for companies and founders who need to discover, define, validate, and move on a meaningful new source of value.
Product Value Discovery
Find the larger opportunity inside an existing product, technology, customer problem, or market.
- Opportunity landscape and adjacent value
- Customer, problem, and market expansion
- Value proposition opportunities
- Product / portfolio options and direction
New Product & Venture Strategy
Turn a promising opportunity into a proposition, product, business model, and validation plan.
- Product / venture thesis
- ICP and value proposition
- Business model and positioning
- Validation, roadmap, and GTM direction
AI Value Strategy
Identify where AI can materially change product or business value — not simply where AI can be added.
- AI opportunity discovery and prioritization
- AI-native and AI-enabled product concepts
- Enterprise AI and agentic workflow opportunities
- Build, buy, partner, and validation direction
Fractional Product & Venture Leadership
Stay involved from opportunity through validation and 0→1 execution when senior product leadership is needed.
- Executive product and venture leadership
- Cross-functional mobilization and alignment
- Design-partner and validation motion
- From strategic direction to execution
From opportunity to something real.
The pattern has repeated throughout my career — inside corporations, startups, and advisory work.
Identify the larger opportunity
Find unmet needs, market shifts, underused capabilities, and adjacent sources of value.
Reshape the value proposition
Ask how the offering can become materially more valuable — not merely incrementally better.
Shape the product or venture
Translate the opportunity into a clear proposition, product concept, business model, and direction.
Test what must be true
Validate the customer, problem, differentiation, adoption logic, market, and commercial potential.
Build organizational conviction
Align leadership, product, technology, customers, and commercial stakeholders around the opportunity.
Move from idea to 0→1
Turn the strategy into a prototype, design-partner motion, roadmap, offering, platform, or venture.
Strategic clarity without the polite agreement.
I combine product judgment, technical depth, commercial thinking, and hands-on 0→1 experience.
Seeing the larger opportunity
I connect customer reality, technology, market shifts, and business logic to find possibilities beyond the current product frame.
Frank, independent judgment
I do not validate an idea to keep a meeting comfortable. I identify what is weak, what is missing, and what can create more value.
Strategy that reaches execution
I work from opportunity and executive choices through product definition, validation, organizational alignment, and 0→1 execution.
A recurring pattern: find the bigger product.
Different industries, same capability — seeing a larger opportunity and turning it into a new product, platform, portfolio, or business direction.
Security system → connected-home platform
Identified and led the transformation of a legacy home-security offering into a cloud-connected smart-home platform.
AV hardware → software + Video-over-IP platform
Identified a major opportunity beyond Kramer's traditional hardware business and led the move into software-controlled Video-over-IP and SaaS.
Projects & PoCs → repeatable commercial AI/IoT portfolio
Helped turn project-based defense software and PoC activity into repeatable commercial cloud-native offerings for Utilities, Smart Cities, and operational technology.
Emerging AI → strategic product domain
Identified AI/ML as a strategic product opportunity and built the domain from zero into a funded product and organizational capability serving global automotive OEMs.
Blueprint Studio — the governed preparation layer before AI implementation
Identified a missing layer between business workflows and AI-agent implementation: a way to establish what the workflow actually requires, where authority sits, and what AI may or may not do before implementation begins.
Aprix — information between systems → proactive business value
Exploring a proactive commercial-intelligence platform that identifies important signals and relationships hidden across organizational systems before a leader has to ask.
I have spent my career finding what products could become next.
Across more than 25 years in product and technology, one pattern has repeated: identify a larger opportunity, reshape the value proposition, define the product or venture, validate it, mobilize the organization, and push it into the market.
I have done this across smart home, video platforms, AI/IoT, automotive software, SaaS, and enterprise AI — from startups to HARMAN/Samsung and other global technology companies.
Today I bring that experience to founders and executives looking for their next meaningful source of product and business value.
Have a product with more potential than its current direction?
Start with a conversation about what you have, what you believe the opportunity is, and what feels unresolved.
Intro Conversation30 Minutes · Complimentary
A focused conversation about your product, technology, market, and where the larger opportunity may be.
- Clarify the current product and ambition
- Surface the highest-leverage questions
- Determine whether a deeper engagement would help
Product Value DiscoveryFocused Strategy Engagement
Identify and evaluate the larger product or business opportunity inside an existing product, technology, capability, or market.
- Opportunity landscape
- Value proposition and product options
- Market / customer validation questions
- Recommended direction and next steps
Product / Venture Strategy SprintOpportunity → Proposition → Validation
Turn a selected opportunity into a clear product or venture thesis and a practical path to validation.
- ICP and value proposition
- Product / venture definition
- Business model and positioning
- Validation and 0→1 execution direction
Fractional Product & Venture LeadershipOngoing Executive Support
Hands-on senior leadership from opportunity discovery through validation, organizational alignment, and 0→1 execution.
- Executive product and venture strategy
- Cross-functional alignment
- Design-partner and validation motion
- Roadmap and execution leadership