For most of my career, I’ve been building, scaling, and leading product teams inside B2B SaaS companies. Along the way, I noticed a troubling pattern: companies were hungry for growth, but struggled to unify teams, synthesize insights, and package them into solutions customers would actually buy. That gap is what led me to consulting.
I didn’t set out to become a consultant. What I did set out to do was solve problems. Again and again, I found myself in organizations where “product” was treated narrowly, often as project management or feature delivery, rather than as the connective tissue between customer reality and business outcomes.
That’s where I’ve found my sweet spot. When I consult, I help companies:
- Align cross-functional teams around clear outcomes.
- Turn raw feedback, data, and user signals into actionable insights.
- Translate those insights into solutions that drive revenue and loyalty.
In short: I step in to help organizations find clarity, focus, and growth where they’ve struggled to find it themselves.
But I’ll be honest: Product Management as most people know it isn’t working. The role is fractured, non-standardized, and often misunderstood. In fact, I believe Product Management is dead - and has been for some time.
That may sound provocative, and it’s meant to be. In my next post, I’ll unpack what I mean by “Product is Dead,” why the old playbook doesn’t fit today’s enterprise SaaS reality, and what companies should do instead.
This blog is my space to share what I’ve learned — and what I’m still learning — about building modern B2B SaaS companies. If you’ve ever felt like your product function isn’t quite delivering what your business needs, you’re in the right place.
Stay tuned. The next post is where we start digging deeper.
– Chris