Fractional Growth
& Product.

Senior growth and product leadership for teams between seed and Series B: subscriptions, retention, activation, loyalty and payments. About a day a week plus async, on your roadmap, a quarter at a time.

The engagement, in plain words.

A lot of fractional work is a calendar arrangement pretending to be a strategy. I'd rather run it like a real operating role: I join your leadership team about a day a week plus async, for a quarter, with specific outcomes written into the scope on day zero. I sit in the key reviews and work on the roadmap with the team. I take one fractional client at a time, and never one that competes with my day job.

The areas I know best are the ones I've led. At Delivery Hero / foodpanda I was Lead PM for Subscriptions & Retention across APAC and Europe (pandapro and Foodora Pro, 4M+ subscribers), with a core team of 14 and 15+ teams to coordinate. Since June 2025 I've been Chief Growth & Product Officer at Gotrade (YC S19).

What I actually do.

• 01
  Own the outcome, not the ritual. The scope names what should change: activation, retention, subscription economics, payment failures, cycle time. Standups, OKRs and reviews are means, never the deliverable.
• 02
  Work with the team, not above it. I write specs, review experiments, sit in user calls and make the calls a product leader should make. If the team can't keep shipping without me, I haven't done the job.
• 03
  Plan the exit from day one. Where the role should become a full-time hire, I help you write the job and run the search for the person who takes the seat.
• 04
  Leave a system. A one-page operating doc, a dashboard the team actually opens, and a weekly rhythm that survives my exit.

Who it's for.

Founders between seed and Series B who've raised on a thesis and now need senior growth and product leadership to turn it into a working engine, without a full-time executive salary. CEOs who've outgrown their first head of growth or product and need a bridge to the next one.

Who it isn't for.

Teams shopping for a deck. Boards that want a report. Companies whose real problem is runway. A fractional leader can't make up for missing product-market fit, and I'll say so on the intro call.

The first 30 days.

1. Week 1 — Ground truth. I talk to every function lead, read the last two quarters of data and listen to customer calls. No recommendations yet.
2. Week 2 — The memo. Two pages. Outcomes, timeline, the three biggest unlocks, what we'll stop doing. You approve or redirect.
3. Week 3 — First ship. Something small but real goes into production: an onboarding change, a reworked pricing page, a sharper ICP. Proof the machine moves.
4. Week 4 — Operating cadence. The weekly rhythm is live, and the team runs it, not me.

How pricing works.

There's no rate card on this page on purpose. Every engagement is scoped after a 30-minute intro and written up as a short scope with a fixed quote for the quarter. No hourly billing. If the work turns out bigger than I scoped, that's on me, not you.