Product Leadership & Venture Building
I work best where product design, growth, operations and business model decisions cannot be separated. The work that has mattered most has been inside the machine — joining early-stage teams and helping them figure out what to build, how to build it, and how to communicate what they've built to the people who matter.
I have joined teams at founding stage — before there was a product team, a design system, or a clear product definition — and built the layer that let everything else scale. At Farmcrowdy, that meant designing the platform from scratch, building the brand, and growing the marketing infrastructure simultaneously.
I led the Program Development Unit at Farmcrowdy — a cross-functional team responsible for product development, donor-funded programme identification, and new venture incubation. The remit was structural, not just design: scoping products, building partnerships, and defining what the company would build next.
The growth work I have done is not a separate track from product. At Farmcrowdy, the email list, SEO performance, media presence, and community platform were all built as product infrastructure — and they fed directly back into acquisition and retention.
Most of my product work involves multiple stakeholders with fundamentally different relationships to the system: sponsors and farmers, parents and schools, operators and guests. I design for the whole system, not just the primary persona.
Looking for someone who has built product teams, growth systems, and ventures from scratch? Open to conversation about product leadership, venture-building, and senior IC roles.
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