Paris, Île-de-France, France
Founder. Builder. Problem-solver. Crafting the agentic backbone that helps GTM teams sell smarter and scale faster. I live at the intersection of product, tech, and go-to-market — translating complex problems into simple, revenue-driving systems. From shaping vision to shipping execution, I focus on building teams, tech, and trust that move the needle. Clean processes, high standards, and relentless iteration are core to everything I do. Always listening. Always refining. Always building what matters. 💬 DMs open for partnerships, sharp minds, and big ideas.
Harold is a software firm dedicated to developing import export based SAAS application in the recycled economy. The main objectives of Harold are to provide accurate pricing and profit value to the user. Harold has a total strength of 15 people with a 7 to 8 person development team. We do not have a quality team and thus the PO and PM have to monitor quality. Challenges: At Harold being a product owner I had to deal with a regularity of challenges such as • Implementing a process for quality. • Defining a process for challenging Specifications. • Making sure the development team was in check of its performance. • Implementing quantitative and qualitative KPI measures. Action: Harold was a firm with a high amount of resistance. It was impossible to make a large number of changes every sprint and in order, there had to be small changes made every sprint. Here are some • Creating a well-defined table for quality to groom every week. • Creating a well-defined order for grooming specification. (DOR and DOD’s) • Making sure the system runs on clearly defined objectives or sprint goals. • Educating the user and the team about agility and how the process functions. Results: As of today, Harold functions very efficiently and all changes have had a noticeable response. • Quality is monitored efficiently in the table implemented. • DOR’s are followed for every Spec. • Developer are happy that features are not added without notice and the KPI reflect a good boost. • User education proven highly successful as Agility starts form educating the top level and not from below.
Lomos is a startup in the sector architecture and architectural learning. The main objective of Lomos is to deliver a B2B2C application for its clients and display its products virtually to its clients. Lomos has a total strength of 15 employees with a remote development team provided by its clients. The development team consists of 6 to 8 people with a solid experience linked to technology, Challenges: Being a small firm the major challenge that Lomos faced was being committed to one or two clients and not the whole market. Challenges included • Keeping in check the user needs and the product vision. • Making sure the system is as agile as possible. • Making sure the design was as Lean as possible. Actions: The product idea and vision were very strong and they knew where they were going but were always at prey to client pressure. To keep this in check • Implement a very lean flow before adding too many design elements to the flow. • Making sure the client requirement was the industry requirement. • Implementing a process for management tools in the system such as Trello and Notion. Results: A highly favorable response was welcomed by the clients and the business. • The process implemented was accepted very well by the developers and the clients • The objectives of a lean crude working product first was recognized over anything. (MVP)
Accenture is a consulting firm dealing with a plethora of clients in various sectors. At Accenture, I worked for their clients Unilever in the sector ERP as a junior Product Owner. The product was a B2B application and the team was a SAFE team. There were three modules in the application each having a team of 7 to 8 developers. There were two PM’s, two PO’s, two Junior PO’s and two SME (Subject matter experts). A quality team existed as a common team for all the modules. Challenges: Accenture was a large company with a large number of resources for its clients. The major challenges faced at Accenture were • Making sure all the teams were agile at all points in the project • Making sure teams functioned together and the dependencies between modules were taken as a priority Action: As a Junior PO at Accenture I was restricted with minimal decision capability but as long as the process was followed my decision still mattered. • I was in charge of taking care of KPI’s and implemented a method to correlate KPI’s with actual team performance • Exploring new methods of Agile tools and suggesting it to the team (Jira Prototype) • Setting up workshops on Agile methodologies in SAFE framework and concepts of MVP. Results: Results were very favorable. Agility is a very interesting topic and results are evident in a big team. • The team understood what the KPI’s meant and also were able to correlate problems in the team to the ups and downs in the KPI’s • All new tools recommended were accepted by higher management • The thinking of crude MVP was a real breakthrough concept and was implemented in all teams • User interactions and learning workshops became the heart of the project budget.