Advice or a product leadership role

What help do you need?

Advice while your leaders stay in charge, or an agreed leadership role for an initiative or your product function. In every case, I help you make decisions.

Choose the responsibility you need

Compare the three engagement formats. You can start with any of them; scope and decision rights are agreed before work begins.

Get product advice

Product Decision Review

My role and your responsibility
I assess options and recommend a way forward. Your leaders keep decisions and delivery.
What do we receive?
A decision memorandum with a recommendation to go, redirect, sequence or stop; the evidence and risk map behind it; the questions that remain open; a 90-day plan with named actions and owners; and one executive readout.
What must our team provide?
An executive sponsor, access to existing technical and commercial documents, up to five interviewees, one workshop and one executive readout.
What is the commitment?
Two to three weeks. The base scope is one decision, one organisation, one technical environment, up to five interviews and one workshop, delivered remotely. Anything beyond it is quoted before it starts.
Price
Typically €12,000–€18,000, scoped in writing after a 30-minute fit call.
Product Decision Review

Lead a product initiative

Product Leadership Mission

My role and your responsibility
I lead discovery, product decisions and agreed delivery coordination. Your sponsor retains company authority; delivery capacity is agreed in scope.
What do we receive?
A named milestone with acceptance criteria, a prioritised plan, a decision log, evidence against the criteria and handover notes.
What must our team provide?
An executive sponsor, access to technical and commercial evidence, delivery capacity and the operational owner and users needed for acceptance.
What is the commitment?
The Mission is milestone-scoped rather than time-boxed: it runs until the named gate is closed, or until the evidence says it cannot be. Mandates are typically agreed against a horizon of one quarter and reviewed at each milestone. The minimum useful unit is one product, platform or workflow, one evidence gate and one acceptance bar.
Price
Scoped quote
Product Leadership Mission

Lead your product function

Executive Product Leadership

My role and your responsibility
I take on the agreed product leadership responsibilities and decision rights. Your company retains authority beyond that role.
What do we receive?
A written mandate with decision rights, product priorities and roadmap, a decision log, and a transition plan naming the next owner.
What must our team provide?
An executive sponsor, written decision rights and agreed access to your people, systems and budget.
What is the commitment?
The role is deliberately non-permanent. Days per month, decision rights and the working cadence are agreed in writing before the role begins. A written checkpoint decides whether to renew, revise, hand over or stop. The mandate names a single executive sponsor, an initial operating horizon, a days-per-month cadence and an explicit authority boundary.
Price
From approximately €8,000/month, depending on scope and operating intensity — the engagement is shaped to your portfolio
Executive Product Leadership

What do you need to move forward?

These are ways to scope an assignment within the three engagements below. Each starts with your situation; responsibility, access, timing and fees are agreed before work begins.

Fill a product leadership gapA CEO or business leader needs product ownership during a vacancy, transition or period of growth.
A scope can include
An agreed leadership mandate, priorities, decision cadence and handover to the continuing team.
Scope boundary
Fractional or interim responsibility depends on agreed authority and available capacity.
Bring to the discussion
Sponsor, current priorities, team interfaces and decision rights.
Agree what completion means
The next owner can use the decision log, priorities and agreed operating cadence.
A possible decision sequence

  1. Agree authority

  2. Lead recurring decisions

  3. Test the handover

Discuss this need: Fill a product leadership gapFounder background and evidenceEngagement details: Fill a product leadership gap
Turn industrial technology into a clear offerThe technology works, but the target buyer, use case, offer or route to market is still unclear.
A scope can include
Buyer and segment choices, a bounded offer, economics assumptions and a launch decision with its evidence gaps.
Scope boundary
Product and commercial leadership. Sales execution and revenue outcomes are not guaranteed.
Bring to the discussion
Customer evidence, current offer, buying process and cost assumptions.
Agree what completion means
Buyer, offer and channel choices are recorded with evidence gaps and stop conditions.
A possible decision sequence

  1. Choose the buyer

  2. Shape the offer

  3. Test the route to market

Discuss this need: Turn industrial technology into a clear offerWorked commercial decision (fictional)Engagement details: Turn industrial technology into a clear offer
Make the product easier to explain and sellProduct and commercial leaders need a shared story that buyers understand and sales can use.
A scope can include
Positioning, packaging, buyer messages, sales tools and a launch plan tied to customer learning.
Scope boundary
Product marketing and launch preparation. Paid-media operation and general content production are separate.
Bring to the discussion
Buyer conversations, product boundaries, objections and existing sales material.
Agree what completion means
Sales can explain the audience, value, proof and boundaries using agreed material.
A possible decision sequence

  1. Position the product

  2. Build the message

  3. Equip sales and learn

Discuss this need: Make the product easier to explain and sellWorked commercial decision (fictional)Engagement details: Make the product easier to explain and sell
Give a software-defined transition directionProduct and engineering leaders face conflicting platform, variant and release priorities.
A scope can include
Product and platform boundaries, a prioritised roadmap and clear release responsibilities.
Scope boundary
AI is not required. Engineering delivery and implementation capacity are scoped explicitly.
Bring to the discussion
Product variants, architecture, release constraints and service obligations.
Agree what completion means
Platform boundaries, release owners and the next evidence-backed commitment are agreed.
A possible decision sequence

  1. Map shared platform

  2. Separate variants

  3. Assign release ownership

Discuss this need: Give a software-defined transition directionSoftware-defined decision canvas (in English)Engagement details: Give a software-defined transition direction
Test connected-product economicsA product or business leader needs a pricing decision that accounts for connectivity, support and service costs.
A scope can include
A cost-to-serve model, pricing options and sensitivity analysis for one consequential decision.
Scope boundary
Your team supplies the data and retains pricing and investment decisions.
Bring to the discussion
Price, volume, usage, connectivity, support and recovery assumptions.
Agree what completion means
The sponsor can compare pricing options and see which assumptions change the decision.
A possible decision sequence

  1. Map lifetime costs

  2. Stress the assumptions

  3. Decide the price logic

Discuss this need: Test connected-product economicsLifecycle economics stress-test templateEngagement details: Test connected-product economics
Choose where the product portfolio should focusA CEO, CPO or business-unit leader has more product commitments than the team can sustain.
A scope can include
Agreed criteria, invest/hold/stop options and the resource trade-offs behind a portfolio decision.
Scope boundary
One bounded decision. Client leaders retain budget and investment authority.
Bring to the discussion
Initiative list, evidence, commitments, capacity and investment constraints.
Agree what completion means
The sponsor records invest, hold or stop choices with capacity consequences.
A possible decision sequence

  1. Set common criteria

  2. Compare evidence

  3. Sequence or stop

Discuss this need: Choose where the product portfolio should focusEvidence and its limitsEngagement details: Choose where the product portfolio should focus
Move an AI use case into daily operationsAn operations sponsor has a promising prototype but no clear workflow, owner or acceptance conditions.
A scope can include
A bounded workflow, accountable owner, acceptance evidence and adoption milestone.
Scope boundary
Existing tools and process changes are considered first. No certification or blanket production-readiness claim.
Bring to the discussion
Current workflow, baseline performance, operating owner and representative examples.
Agree what completion means
The operating owner reviews acceptance evidence, exception handling and the handover.
A possible decision sequence

  1. Map current workflow

  2. Test a bounded change

  3. Accept or revise

Discuss this need: Move an AI use case into daily operationsWorked acceptance pack (fictional)Engagement details: Move an AI use case into daily operations
Turn a pilot into a repeatable productProduct and engineering teams keep rebuilding the solution for each customer or site.
A scope can include
Repeatable product scope, customer acceptance, service responsibilities and a next-release plan.
Scope boundary
One product and an agreed operating context. A successful pilot does not establish readiness everywhere.
Bring to the discussion
Pilot evidence, site differences, configuration, failure history and support responsibilities.
Agree what completion means
A release boundary, acceptance record and continuing operational owner are named.
A possible decision sequence

  1. Separate product from custom work

  2. Test repeatability

  3. Hand over the release

Discuss this need: Turn a pilot into a repeatable productPrototype-to-product decision guideEngagement details: Turn a pilot into a repeatable product

Ways to engage

The difference is the responsibility you want me to take. I can advise your existing leaders, lead a named initiative, or take on an agreed role across your product function.

  • Advice

    A launch, platform, architecture or investment decision is unresolved, with a named decision owner and a deadline.

    Get product advice

    Product Decision Review

    Test your options and decide what deserves your time and investment.

    My role and your responsibility
    I assess options and recommend a way forward. Your leaders keep decisions and delivery.
    What do we receive?
    A decision memorandum with a recommendation to go, redirect, sequence or stop; the evidence and risk map behind it; the questions that remain open; a 90-day plan with named actions and owners; and one executive readout.
    What must our team provide?
    An executive sponsor, access to existing technical and commercial documents, up to five interviewees, one workshop and one executive readout.
    What is the commitment?
    Two to three weeks. The base scope is one decision, one organisation, one technical environment, up to five interviews and one workshop, delivered remotely. Anything beyond it is quoted before it starts.
    Price of the Decision Review
    Typically €12,000–€18,000, scoped in writing after a 30-minute fit call.
    Explore the Product Decision Review

    Ongoing product advice

    Ongoing advice gives you an independent view on product choices, priorities and trade-offs, with practical next steps. Your leaders keep decision authority and delivery. Scope, outputs, cadence and fees are agreed separately.

    Discuss ongoing product advice

  • Initiative leadership

    Yes, if you need a senior product lead to clarify the direction or move an initiative forward.

    Lead a product initiative

    Product Leadership Mission

    Senior / Principal Product Lead

    Move from an unresolved product question to an agreed milestone and handover.

    My role and your responsibility
    I lead discovery, product decisions and agreed delivery coordination. Your sponsor retains company authority; delivery capacity is agreed in scope.
    What do we receive?
    A named milestone with acceptance criteria, a prioritised plan, a decision log, evidence against the criteria and handover notes.
    What must our team provide?
    An executive sponsor, access to technical and commercial evidence, delivery capacity and the operational owner and users needed for acceptance.
    What is the commitment?
    The Mission is milestone-scoped rather than time-boxed: it runs until the named gate is closed, or until the evidence says it cannot be. Mandates are typically agreed against a horizon of one quarter and reviewed at each milestone. The minimum useful unit is one product, platform or workflow, one evidence gate and one acceptance bar.
    Price
    Scoped quote
    Explore the Product Leadership Mission

  • Product leadership

    You need senior product leadership without making a permanent hire now.

    Lead your product function

    Executive Product Leadership

    Fractional CPO · Interim Head of Product

    Give your product function clear priorities and day-to-day leadership.

    My role and your responsibility
    I take on the agreed product leadership responsibilities and decision rights. Your company retains authority beyond that role.
    What do we receive?
    A written mandate with decision rights, product priorities and roadmap, a decision log, and a transition plan naming the next owner.
    What must our team provide?
    An executive sponsor, written decision rights and agreed access to your people, systems and budget.
    What is the commitment?
    The role is deliberately non-permanent. Days per month, decision rights and the working cadence are agreed in writing before the role begins. A written checkpoint decides whether to renew, revise, hand over or stop. The mandate names a single executive sponsor, an initial operating horizon, a days-per-month cadence and an explicit authority boundary.
    Price
    From approximately €8,000/month, depending on scope and operating intensity — the engagement is shaped to your portfolio
    Explore Executive Product Leadership

Start with the help you need.

You can start with any option. A Decision Review is never a prerequisite. Scope, responsibilities and fees are agreed before work starts.

Product development and industrial operations

Are you developing a product or changing an operation?

These situations involve different users, decisions and responsibilities. Choose the context closest to your work. Advice or initiative leadership can be scoped for either; a product-function role requires an explicit leadership mandate.

  • Physical AI

    You are developing a connected or intelligent product.

    For founders and product leaders developing connected or software-defined products and platforms, robots or intelligent equipment. Clarify customer value, roadmap choices and the work needed for launch.

    Physical AI product work

  • Industrial AI

    You are improving a workflow in your own business.

    For operations leaders and industrial business owners working on maintenance, quality, technical service or planning. Start with one workflow, its users and the owner of adoption. AI may or may not be the answer.

    Industrial AI in operations

  • Software-defined transformation

    Change how a physical product evolves through software.

    Product and platform roadmaps, release and update recovery, variant control and the product operating model for vehicles, machines and charging equipment. AI is not required.

    Software-defined transformation
Help choosing an engagement

How a mandate starts, changes or stops

The same operating contract governs all three.

Written scope
What is in, what is out, and the evidence that closes it — agreed before any work starts.
Decision rights
Which calls are mine inside the mandate and which stay yours. Named explicitly, never assumed.
An end
Every mandate has a checkpoint and exit condition. It stops, hands over, or is deliberately re-scoped—never allowed to drift.
Portrait of Mohammed Cherifi, founder of Hyperion Consulting

One person is accountable

I lead each engagement directly and remain accountable for the agreed mandate. Specialist partners may contribute to clearly defined work when needed, with their role disclosed.

Not sure which mandate fits?

Tell me what you want to achieve, what is blocking progress and when you need help. A few sentences are enough.

Discuss your project