Services
Most advisory practices sell one thing and stretch it to fit. This one has five entry points, and the right one depends on how much is already decided. Ninety minutes when the question is a single decision. A fractional CPO engagement when the question is who runs product.
ProductExec works with CEOs and product leaders who have more AI initiatives than owners.
The ladder
Each rung assumes the one before it is settled. Skipping is normal — a team that already knows its thesis does not need a diagnostic, and a company mid-transition rarely starts with a strategy engagement. Nothing here is a prerequisite for anything else.
Duration · 90 minutes
Who it is for
A leader with one decision blocking the next four, and no appetite for a discovery call that discovers nothing.
Book the sessionWhat you get
Duration · 2-4 weeks
Who it is for
An organization with eight AI initiatives, no ranking, and a board asking which ones are real.
See what a diagnostic coversWhat you get
Duration · 8-12 weeks
Who it is for
A leadership team that knows its thesis and needs it turned into bets, an operating model, and a roadmap that survives scrutiny.
AI product strategyWhat you get
Duration · 3-12 months
Who it is for
A company that needs a CPO in the room now — through a transition, a turnaround, or a first real product organization — without a twelve-month search.
Fractional product leadershipWhat you get
Duration · 8-12 weeks, or alongside a fractional engagement
Who it is for
A product, design, or engineering org where the strategy is sound and the execution habits are not.
Team developmentWhat you get
How to choose
Picking a rung is easier when you name what is actually unresolved. Three questions usually settle it.
One decision that is holding up four others is a working session. Eight initiatives with no ranking is a diagnostic sprint. The difference is whether you already know which thing matters.
If leadership agrees on where AI changes the business and the argument is about sequencing, go straight to the 8-12 week strategy engagement. If the agreement is rhetorical rather than real, the diagnostic will surface that in two weeks instead of two quarters.
A good strategy handed to an organization that cannot hold it produces a shelf document. When the operating model, the hiring, and the review cadence are the constraint, that is fractional leadership — with team development attached where the habits need rebuilding, not the headcount.
How engagements run
The person you meet is the person who does the work. There is no bench behind this.
Every engagement is priced against a named outcome and a fixed window. No timesheets, no change orders for a question asked on a Friday.
Recommendations arrive as documents your team can argue with after the call ends. A deck that only makes sense with the author in the room is not a deliverable.
Work happens in your planning cycle, your reviews, and your escalation path rather than in a parallel advisory track that nobody acts on.
Each engagement names what has to be true for it to end. Fractional leadership names its succession path on day one.
Proof
Context
European automotive retail SaaS, four product tribes, dealer and OEM customers.
Situation
AI, machine learning, and conversational AI work was running across product lines without a shared thesis or a single owner.
Intervention
Consolidated the AI work behind a smaller set of product bets and named an owner for each.
Outcome
A single AI thesis with a named owner behind each bet, and a shorter list of committed initiatives.
Context
Scheduling software company repositioning from consumer utility to product-led B2B.
Situation
Product, design, product marketing, and support were aligned to the old consumer motion.
Intervention
Reset the roadmap around the B2B thesis and rebuilt the partner and integration strategy behind it.
Outcome
A roadmap, a partner strategy, and a go-to-market motion all pointed at the B2B buyer rather than the consumer one.
Context
Healthcare workflow company moving from tech-enabled services to enterprise B2B SaaS.
Situation
Core platforms and the partner network needed relaunching while delivery continued.
Intervention
Installed the operating cadence, decision rights, and coaching that let the team run discovery and delivery in parallel.
Outcome
Discovery and delivery running in parallel under one cadence, with decision rights held by the team rather than escalated.
The first step
Most advisory relationships start with a discovery call that discovers nothing. This one starts with work. Send the context beforehand — the roadmap, the org chart, the three AI initiatives nobody owns. We spend ninety minutes on the single decision blocking the others. You leave with a written point of view: what you should stop, what you should own, and what the next ninety days look like.
Format
90 minutes, one decision
Deliverable
Written point of view within 48 hours
Price
$1,500, credited against any engagement
Not a fit if you want a vendor evaluation, a staffing plan, or a deck to circulate. If ninety minutes shows this is not a fit, Kevin will say so and point you somewhere better.