Product Director · Fintech · SaaS · AI-Powered Products
10+ years leading product across cybersecurity, fintech, retail media, and banking. I currently own a portfolio of 8+ AI-powered products end to end, from opportunity assessment to commercial launch, and lead multidisciplinary teams that move fast from idea to working prototype.
Selected work
Three products from my current portfolio at EVOCS, each one an example of taking an ambiguous, high-friction problem and turning it into a scoped, shippable AI product.
Enterprises running Microsoft Entra ID review who has access to what by hand, out of spreadsheets sent to dozens of managers. Privilege creep accumulates with no clear owner, and there's no historical record to prove past state.
Productized a tool originally delivered for a real enterprise client into a multi-tenant SaaS. The core differentiator is an inference engine that auto-drafts a full review model the moment a customer connects their directory, so they reach value without a long configuration project.
Owned the PRD end to end (84 requirements scoped across MVP, Phase 2, and Phase 3), defined the review-cycle workflow, the audit-trail and finality-pointer model behind every decision, and worked with engineering to scope an ambitious v1 into a shippable multi-tenant product.
Replaced manual, spreadsheet-driven reviews with an auditable workflow that generates an immutable compliance document automatically at the close of every cycle.
Onboarding a new hire was a manual checklist stitched by hand across four different tools, dependent on one person's memory, varying by contract type, with no reliable audit trail.
A configurable, event-driven engine: one intake from Recruiting triggers the entire onboarding sequence, with a rules engine that adapts automatically across five different contract scenarios and fans out tasks in parallel.
Accountable for the initiative as Product Director, partnering with the Chief People Officer and Chief Architect to define the RACI, the rules engine logic, and the integration pattern that later stages (Movers, Leavers) will reuse.
Consistent onboarding across every contract type, full auditability of who did what and when, and a faster path from offer acceptance to day one.
Executives lose an estimated 60% of their time to coordination rather than high-value work, with decision context scattered across email, Slack, and project tools (Asana, 2021; McKinsey, 2012).
An AI layer that ingests email and Slack, triages everything into decision cards carrying their own context, and lets the executive act, reject, delegate, or snooze with one gesture, routing the outcome straight back into the team's existing tools.
Owned the product brief and opportunity assessment, and made the case for a CEO-led dogfooding pilot before committing to a full build, validating the riskiest assumptions at the lowest possible cost.
Framed as a tool-agnostic decision layer with a clear path to becoming a sellable Decision Engine once tied into meeting notes.
How I work
Product leadership isn't only roadmaps. It's building the right team shape and giving them what they need to move fast.
I currently own the vision, strategy, and roadmap for a portfolio of 8+ AI-powered products (SaaS and on-premise) at EVOCS, including P&L and annual budget for tooling, contractors, and resourcing.
Current portfolio includes: AURA · JML · EVE · PSA · Brain · Spectra · Atlas
I lead a multidisciplinary team of 4-7 direct reports that goes beyond traditional PM roles:
As Head of Product for a global data platform unifying online and offline transactions across 5+ markets, I scaled and mentored a cross-functional team of 30+ (data engineers, UX/UI, compliance, and business stakeholders) while partnering with compliance and finance on GDPR and PSD2 alignment.
Craft
Every initiative in the portfolio, client-facing or internal, runs through the same five-phase framework, with a clear owner per artifact, so opportunities stay comparable and nothing ships without a documented reason to exist.
Weighted 1–5 scoring across Market opportunity, Strategic fit, Demand evidence, Readiness to ship, Effort, and Risk, feeding a single portfolio-wide prioritization report so every opportunity is judged apples-to-apples.
PMO-owned. Accountability is assigned before a single spec gets written, across Product, Engineering, Tech Writing, and PMO.
Product owns the PRD and wireframe, Tech Writing validates it for clarity, Engineering scopes the high-level architecture and builds a proof of concept, validated directly with the CEO before it scales.
Full PRD + user stories + wireframe, a prioritized backlog, and feedback documentation: the package Engineering needs to build without back-and-forth.
Product and Engineering define UAT use cases together, QA runs the cycle, and every release closes with a go-live ceremony, not a silent deploy.
PRDs, BRDs, Opportunity Assessments, and market/competitive research aren't paperwork on the side. They're versioned artifacts with named owners, tracked the same way code is.
Track record
The full breakdown, with metrics per role, is in my CV.
Own an 8+ product AI portfolio; led the transition from consulting firm to product-led company.
Global data platform unifying online/offline transactions across 5+ markets; GDPR & PSD2 alignment.
Product Owner for banking and retail clients (Santander, MaxMara, and MediaMarkt) within a digital transformation agency, running CRM, analytics, and growth initiatives across sectors.
Led a 30+ dashboard financial analytics suite adopted by 7 business units.
Scaled LatAm's largest digital magazine kiosk; represented the company at Mobile World Congress.
Education & languages
IE Business School (Master in Business Analytics and Big Data) · UCA University (Business Administration). Professor of Introduction to Business Analytics, IE Business School MIM.
Let's talk
Open to Product Director / Head of Product roles in fintech, SaaS, and AI-powered products.