Business, product & technology leadership
I work at the intersection of business strategy, product, and technology: clarifying where to play, what to invest in, and how to organize teams to deliver measurable customer and commercial outcomes.
Why this matters now: AI accelerates everything, the right answers, the wrong turns, and the rabbit holes. As execution gets cheaper, clarity, judgment, leadership, and taste become more valuable.
I believe
Teams have the culture, capability, and clarity to turn ambitious outcomes into action. They understand what matters, have the context and tools to pursue it, and are trusted to challenge the first answer.
is built on trusted collaboration, healthy tension, and shared accountability.
“Brad has the rare ability to raise the strategic altitude of a product organization while making the day-to-day work more effective. He builds trust, develops leaders, and creates the healthy tension teams need to move from feature delivery to real product thinking, then carries that thinking through into stronger execution.”
comes from the skills, systems, data foundations, and ways of working that help teams learn and adapt.
“Brad brings the commercial lens of a GM to product leadership. He can shape portfolio strategy, build the operating capabilities behind it, and bring the right people together to turn a major investment into sustained execution and measurable results.”
comes from making the system clear enough to act, translating business outcomes into actionable objectives rather than vague asks.
“I have seen Brad lead across product, strategy, transformation, and customer conversations. He makes complex portfolios coherent, gives teams a clear direction, and mobilizes them to execute with discipline and deliver meaningful outcomes for customers and the business.”
Selected work
Clarity · Talent Intelligence
A fragmented talent portfolio had real customer value, but no cohesive reason to buy, adopt, or expand across the suite. I created a connected commercial and product narrative built around continuous talent management and shared skills intelligence.
The work: portfolio strategy, value proposition, product and GTM alignment.
Capability · AI transformation
We replaced annual planning, handoffs, and static specifications with continuous planning, shared customer context, working prototypes, and AI-enabled product practice. The goal was not simply faster output—it was better judgment, stronger ownership, and more value reaching customers.
The work: continuous planning, outcome-oriented missions, and product-builder capability.
Enterprise leadership
The work goes beyond product delivery. I connect product strategy to investment priorities, GTM alignment, operating discipline, M&A diligence, and the board-level business cases that make change possible.
Focus capital and leadership attention on the bets with the strongest customer, strategic, and financial rationale.
Establish decision rights, operating cadences, and product discipline that turn strategy into reliable execution.
Turn diligence into integration choices and connect product, commercial, and customer narratives around where growth will come from.
Track record
A few of the scales, bets, and outcomes behind the stories above.
Outside the work
The ideas and disciplines that shape how I lead, build, and pay attention.
Field notes
Short essays on product leadership, AI transformation, and the choices that determine whether new capability becomes meaningful progress.
On my shelf
Photography
Photography has taught me that attention is finite. The same instinct guides my product work: find what matters, frame it with care, and make it easier to understand.
Explore my photography