Senior product leader
Product leadership, grounded in business.
I came to product through the business side: a decade in commercial roles at Caesarstone, five of them owning a P&L. Since then I’ve been shipping platforms, portals and AI products. Software keeps getting cheaper to build. Knowing what’s worth building is still the job.
What I Do
What I work on.
Member portals, core platform rebuilds, public marketing sites, booking systems and AI products, across travel, luxury and hospitality, for an audience with a low tolerance for friction and a high one for detail.
Platform and API products.
At Exclusive Resorts I led product on the rebuild of the reservation and member-management platform, replacing a decades-old system, and owned the Member Portal from its rebuild onward: the systems a membership club actually runs on.
What a platform costs after launch.
Most of what a platform costs shows up after launch: support load, the flows nobody automated, the migration you end up doing twice. I plan for that at the roadmap stage, because I’ve paid for it before out of my own department’s budget.
AI in the product.
At Exclusive Resorts that meant trip recommendations and itinerary building for Members, and assistive tools for the Ambassador team. The hard part wasn’t what the model could do. It was deciding which calls we’d let it make, and what happens when it gets one wrong.
Deciding what not to fund.
Running a P&L is mostly deciding what not to fund, then explaining it to the person who wanted it. I did that for five years at Caesarstone, on a business line I’d built and a department of thirty. It’s the same conversation on a roadmap.
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