01
Product operating systems
How raw input becomes shipped work: intent, specs, evidence, decision records. Fixing the pipeline instead of adding ceremony.
← INTENTProduct, AI, and
WORK WITH ME
Product, AI, and
organizational design.
Two decades leading product and design teams, and building the AI-native systems they run on. I consult on the same things I've run: how work moves through an org, where AI actually belongs in it, and how teams are shaped around both.
WHAT I DO
02
AI in the organization
Where AI belongs in your workflows and where it doesn't. Agent systems, AI-native processes, and the difference between automating pain and adding capability.
03
Organizational design
Roles, teams, and handoffs. What one person should own end to end, and what your structure is doing to your product.
04
Talks and workshops
Keynotes and working sessions for leadership and product teams, on the ideas in Intent and the practice behind them.
HOW IT RUNS
The audit
A short pass through how your org actually works. You get the gaps, ranked, with receipts.
The pilot
Six weeks, one team, one real problem. Done means a before-and-after a skeptic can't ignore.
Advisory
Ongoing counsel for leaders running a reorganization or an AI adoption.
THE FIELD REPORT
ONE OPERATOR'S REPORT · NOT A CONTROLLED STUDYA large software company running the standard split. Product managers owned the requirements, designers owned the screens, and work crossed that wall as documents. Context leaked at every pass.
TWO MOVES, RUN TOGETHER
- 01
Moved forty-plus product leads into a single role that owned the problem and the solution end to end.
- 02
Made intent the mandatory front door for product work: no stated intent, no build.
WHAT HAPPENED
Time from raw input to a build-ready spec fell from weeks to days.
Teams shipped more with flatter staffing.
Far fewer rounds of “wait, what are we actually building.”
The people doing the work described feeling more capable, not more burdened.
It was not painless. Collapsing two roles created real strain, and some people never wanted the change. The direction held because the work itself rewarded it. This is one operator's report from inside a real organization, not a controlled study. Weigh it as that.
READ THE FULL FIELD REPORT →