FAQS

I’m especially interested in problems where the right solution isn’t obvious.

When everything is already defined, the work becomes mostly execution. But when there is ambiguity — when decisions must be made about what to prioritize, what not to do, or what to change — that’s where real impact happens.

That’s where I bring the most value.

I see myself operating at the intersection.

Product without business is irrelevant. Business without product doesn’t scale. And growth without both is just noise.

My role is to align these elements so the system works.

I try to understand how it makes money.

That usually clarifies very quickly what truly matters, what is secondary, and where the real opportunities for impact are.

Everything else (metrics, features, roadmap) makes more sense from that perspective.

The quality of the decisions made about it.

It’s not about having more features, but about prioritizing correctly. Knowing what to build, when to build it, and what not to build determines the outcome.

Most products fail because of poor prioritization, not lack of effort.

Both situations are interesting, but different.

Building from scratch requires vision and the ability to structure from ambiguity. Improving something existing requires judgment to identify where to act.

In both cases, the goal is the same: improving product performance.

They are a tool, not a substitute for judgment.

Data help explain what is happening. But deciding what to do requires interpreting that data in context.

I combine quantitative analysis with product and business understanding.

I prioritize based on potential impact and opportunity cost.

Not everything that can be done should be done. Often, the most important decision is what not to do.

Focus is one of the most valuable assets a product can have.

Environments where product is a core part of the business, not just a channel.

Where product decisions have real and measurable consequences.

That’s where the work truly matters.

I have a strategic profile, but a practical mindset.

Understanding what needs to be done is important, but making it happen is what truly matters.

I don’t separate strategy from execution. They are part of the same process.

Working on products that matter to the business.

Seeing how concrete decisions translate into real impact on growth, efficiency, or revenue.

That direct link between decision and impact is what motivates me most.

That focus matters more than effort.

Most teams work hard. What makes the difference is working on the right things.

And that depends on the decisions being made.

An environment where product plays a central role in business evolution.

Where decisions are made with clarity and there is room to create meaningful impact.

I’m not simply looking for a role. I’m looking for responsibility over outcomes.

In terms of business impact.

Engagement, usage, or growth are important, but the ultimate goal is contributing to the company’s overall performance.

Product is a means, not an end.

It’s the only way to build relevant products.

Product, technology, business, and data are not separate areas. They are parts of the same system.

My role is usually to align those elements.

The ability to understand the product as part of a broader system.

Identifying where the real opportunities for improvement are and turning them into concrete decisions.

And executing them with clarity.

The ones that have impact.

Especially those where there are multiple possible paths and it’s necessary to analyze, prioritize, and take ownership of the outcome.

It’s a natural part of the role.

My approach is business-oriented.

I focus not on features, but on outcomes. On how the product contributes to growth and business sustainability.

That perspective fundamentally changes how decisions are made.

As someone who operates at the intersection of product, data, business, and growth.

With a focus on making good decisions and executing them properly.

That’s where impact is created.