Fractional CPO · CPTO · VP Product
Senior product leadership, right-sized.
For founders and CEOs, pre-seed through Series B, who need real product leadership: roadmap discipline, cross-functional execution, hands-on AI/ML judgment, without making a full-time executive hire.
Product chaos has a shape: no roadmap discipline, engineering shipping ahead of product judgment, and no one senior enough to say no.
If your engineering team is building faster than your product strategy can justify, or you find yourself making product calls in board meetings instead of planning sessions, that's the gap I fill: embedded, part-time, and immediately useful.
One fractional seat, three role emphases.
Fractional CPO
Company-wide product strategy and organizational leadership.
Fractional CPTO
Combined product and technology authority for teams that need one senior voice across both.
Fractional VP Product
Hands-on roadmap and team leadership, reporting directly to the CEO.
All three are embedded and recurring: a weekly cadence scoped to what your team actually needs, not a fixed-scope project that ends when the deliverable ships.
You're contracting a proven operator directly, with no marketplace markup in between.
What changes in the first 90 days.
- A real roadmap, with sequencing and tradeoffs made explicit instead of implied.
- Product decisions your engineering team can build against without re-litigating scope every week.
- QA and testability discipline for any AI or ML feature in your pipeline: the same algorithm-owns-testability approach I instituted at BriefCam for computer-vision features.
- A product voice in strategic conversations (board updates, hiring, prioritization) that has actually shipped enterprise-scale product before.
I've done this at enterprise scale, and I'm doing it at founder stage right now.
At BriefCam, I led the product organization (three senior PMs, two UX designers, and a technical writer) through years of enterprise computer-vision deployments that scaled from roughly 40 to 1,200+ cameras per installation. Today I'm the founder of Guardian Agents, a physical-AI healthcare-operations product, doing the founder-stage product work myself. The fractional relationship isn't theoretical: I'm living the same constraints your team has, in parallel.
Questions worth answering up front.
- What's the time commitment?
- Scoped per engagement, typically a recurring weekly cadence, not a one-off project. We agree on scope and rhythm on the intro call.
- Is this a fit if we already have a product hire?
- Sometimes, as a CPTO/VP layer above a working PM, or during a leadership transition. Worth a conversation either way.
- What stage companies do you work with?
- Pre-seed through Series B, where the company has outgrown ad hoc product decisions but isn't ready for, or can't yet justify, a full-time executive hire.
- How is pricing structured?
- We work that out on the call, based on scope and cadence. There's no published rate card here on purpose, every engagement is sized differently.
Let's see if this is a fit.
Looking for judgment without an embedded seat, or a scoped build instead? See Advisor or Contract, or start from all three ways to work together.