How I make product decisions.

I do my best work where user behavior, operations, and technology are entangled. That has included payment and refund self-service at EBANX, clinical workflows at Zenklub, and freight audit at Loadsmart.

I need an important problem, access to the people living with it, and a concrete way to know whether the product changed anything. I am less useful when the job is primarily maintaining an inherited roadmap.

I separate what we know from what we are assuming, then look for the assumption that would make the rest of the solution irrelevant if it proved false.

At Loadsmart, a payments expansion looked strategically attractive. Research showed that many customers were already anchored in their ERPs, so I recommended not pursuing that thesis at the time. At EBANX, the risk was more reversible: we set success criteria, launched a chatbot gradually, and used resolution and escalation data to guide expansion.

I prefer a small release when the cost of being wrong is limited. I prefer stopping when the central premise is weak.

I work directly with product strategy, flows, UX, prototypes, metrics, and AI behavior. With Fio, I took an iOS product to TestFlight and worked across retrieval, prompting, evaluations, orchestration, retries, and text-to-speech.

That lets me investigate failures and discuss technical trade-offs with specificity. It does not make me a production engineer, specialist visual designer, or data scientist. My job is to connect the user problem, desired behavior, experience, and actual system performance.

I collaborate best when the problem is shared and ownership is explicit. I want designers and engineers shaping the solution early, not receiving a finished answer.

When people disagree, I look for the beliefs behind each position and what could make them testable. At Zenklub, concerns about adoption, experience quality, and professional relationships became rollout criteria. At Loadsmart, customer evidence changed the original strategy. I do not protect a decision because I helped create it.

I am looking for a Product Manager role with responsibility for one important product or problem space. I want to work close to users, designers, engineers, and the operating reality of the product, from problem definition through launch and iteration.

I am especially interested in SaaS, B2C, B2B2C, complex operational workflows, and AI products where quality, trust, and economics matter as much as the demo.

I am not the right person for a role that is mainly an executive coordination layer, a fixed roadmap, or a substitute for an ML engineer.

My best work requires access to the problem, direct feedback, and responsibility for the decision.