Bridging business strategy, technology, product and execution.

I started my career as a software engineer, long before moving into product management, business strategy and consulting. That technical foundation has been an important part of how I work ever since. I understand what happens behind the technology, how systems are built, why complexity matters, and what it takes to turn an ambitious idea into a working product.

Over more than 20 years, my career has taken me from writing software and leading engineering teams to building digital products, developing business strategies and leading large-scale transformation initiatives across multiple industries and international markets.

At McKinsey & Company, I worked in digital product leadership, bringing together business priorities, customer needs, technology and multidisciplinary teams to develop and deliver complex digital initiatives. It reinforced something I had already learned from being on the implementation side: a good strategy only creates value when an organization can execute it.

I've also held senior leadership roles in consulting, product development and enterprise digital transformation, working with startups, growing companies and multinational organizations. My experience spans banking, insurance, fintech, retail, digital commerce, industrial technology, enterprise platforms and software-as-a-service businesses.

What connects these experiences is product leadership, but not in the narrow sense of managing features or roadmaps. For me, product sits at the intersection of the business and the organization. It connects strategy with customer problems, technology with business models, go-to-market with product development, and engineering with operations.

Product sits at the intersection of the business and the organization.

A product can have excellent technology and still fail because its positioning is wrong, its commercial model doesn't work, or the organization isn't prepared to support it.

That's why my work goes beyond product development. I help organizations connect the decisions and teams that determine whether a strategy becomes a successful product or remains a presentation.

Sometimes that means defining a new business or product strategy. Sometimes it means working alongside developers and architects, shaping a go-to-market approach, aligning leadership teams, improving an operating model or helping an organization adopt AI and emerging technologies in a practical way.

I founded ZettaGo to bring those experiences together in a more direct, flexible consulting model. I believe organizations benefit from experienced people who can move comfortably between a boardroom discussion, a product workshop and a technical conversation, while keeping everyone focused on the same business objectives.

That's the kind of work I enjoy, and the kind of consulting ZettaGo was created to provide.