Fifteen-plus years building product in environments where failure has real consequences — $40M ARR platforms, enterprise telco, nationwide network deployments — builds a specific kind of discipline. First-principles scoping. Honest go/no-go calls. Governance that holds without slowing the speed that makes new bets work.
Before product, the work was technical. MPLS backbone deployments. LTE and 5G infrastructure. Enterprise systems built in partnership with Cisco, Ericsson, and Juniper. That foundation matters — not because the code still applies, but because knowing how things actually get built changes how you scope, how you push back, and how you earn the room when engineering disagrees.
At Rogers I made a build-not-buy call on Microsoft CSP that delivered 10x revenue growth and held as the #1 position in Canadian telco for over a decade. At Wavelo I ran Innovation LABs — not experimentation for its own sake, but disciplined bets on proven technologies applied to new markets. Built and led teams of Technical PMs. Drove $10M in OpEx savings through workflow automation. Took AI-powered pricing decisioning from concept to externally validated at TM Forum DTW in consortium with AWS and BT.
The transition to Product Delivered wasn't a pivot. It was the next logical application of the same discipline — applied to a build cycle that didn't exist five years ago.
Got fluent vibe-coding with Lovable on a small problem of my own — scattered travel details into a structured timeline and PDF. It shipped. It works. It is also a snapshot of where the practice was before the discipline caught up.
Vechelon is what came next: the same builder, six weeks later, with the Bedrock holding the build to its intent. The Wizard stays here as a marker of how fast the gap closes when the Product thinking is doing the steering.
View the Wizard