I work with software company CEOs whose product-market fit isn’t coming together - whether they built something that worked and the ground shifted, or they’re trying to get to fit for the first time. I’ve navigated five technology shifts across 30 years. GenAI is the sixth, not the first.
Engineering, product, executive - three genuinely different disciplines, each in its full depth. Chief architect. VP Product. CPO. CPTO: both at once. CEO. Four exits. Multiple turnarounds. Across companies from scrappy early-stage to acquisition-ready.
Most advisors see one slice - technical, product, or business. Three disciplines in full depth makes it possible to hold all of them simultaneously, without losing resolution when the conversation moves between them.
Sometimes that’s as a thinking partner - privately, on your side of the table, no stake in the answer. Sometimes the situation calls for stepping inside and leading product or engineering directly. The common thread is product-market fit: finding it, losing it, re-finding it.
The assets and the constraint are the same thing
You have real customers, real distribution, and committed people who built it all. So why is all that making it harder to see what comes next?
You’ve been here before
Every major technology transition looks unsurvivable from inside it. That’s not a property of this one. That’s a property of transitions.
Your last PMF is now what's in the way
Your last PMF is becoming your next constraint. Not because you built something broken. Because you built something that worked