Product Leader | AI & Energy | Portfolio Strategy
I own a $110M+ product portfolio across four AI and data platform products at a Fortune 200 energy company. I make the investment decisions that determine what gets built, allocate engineering capacity across competing priorities, and connect every initiative to measurable business outcomes.
Investment thesis: Every generation asset produces data. Structured correctly, that data becomes a decision-making system worth more than the infrastructure it monitors.
| Product | Business Problem | Value Created |
|---|---|---|
| GenE / OpsReport | $2.4B in renewable generation revenue had no system of record | $55M+ NPV, 300+ DAU, system of record for 700+ sites |
| DocIQ | $3.4M/yr lost to engineers unable to find documents | 90-94% AI accuracy, 6.6x ROI, 650K docs processed |
| Nuclear Asset Health | $3M/day forced outage risk with manual monitoring | 80% cost reduction, 30+ system expansion roadmap |
| Fossil Asset Health | Capital allocated by schedule, not by actual asset risk | 70%+ component coverage, $20M+ program value |
Four independent P&Ls. Different teams, domains, tech stacks, and regulatory environments. One investment framework.
I allocate capital, not just prioritize backlogs. Every initiative competes on risk-adjusted NPV with profit indices ranging from 25.8 to 81.2. I fund the highest-return work across the portfolio and kill the rest with a clear explanation why.
I create new revenue lines. I identified that our internal fleet analytics platform could become an external SaaS product and built the business case to commercialize it. That's not feature shipping. That's business model innovation.
I set technical direction that becomes organizational standard. Architecture patterns I drove (Rust/TimescaleDB, multi-agent AI, confidence-gated automation) are now reference architectures adopted by 3+ adjacent teams. I make technical bets that compound.
I ship in environments where failure costs millions. Nuclear (NRC-regulated), financial close (SOX/NERC), engineering compliance. Forced outages cost $3M/day. Misclassified generation losses affect $2.4B in revenue. These are not MVPs.
| Framework | Core Idea |
|---|---|
| Portfolio Prioritization | Risk-adjusted NPV allocation across a multi-product portfolio |
| Enterprise GTM Playbook | 30 to 300+ DAU without a usage mandate |
| AI Architecture Patterns | 6 reusable patterns from shipping AI in regulated industry |
| ML Product Lifecycle | Build-measure-learn when models degrade and "done" doesn't exist |
| Confidence Threshold Design | Graduated automation using confidence scores |
| $110M+ portfolio value (NPV + annual savings) | $2.4B generation revenue influenced |
| 10,000+ ML models in production | 700+ sites under automated monitoring |
| 300+ daily active users (organic growth) | 80% cost reduction in nuclear monitoring |
| 4 independent product lines | 81.2 highest profit index across portfolio |
Seeking: Principal Product or Director of Product roles in AI, platform strategy, or industrial technology where portfolio-level ownership, capital allocation discipline, and technical depth create outsized business impact.
Full portfolio and strategy: product-portfolio