01
Product and technology turnarounds
When roadmaps are crowded, teams are frustrated and delivery has slowed, I help find the constraint, reset the work and rebuild momentum.
Product · Technology · AI · Execution
Helping tech companies regain momentum.
When delivery slows, technology fragments or the old operating model stops working, I help founders and CEOs simplify the situation and get the company building again.
I am a product and technology operator, not an observer. I stay in the work long enough for the change to hold, because the teams left behind are the ones who have to live with it.
MARK COHEN
How I help
The problem is rarely a lack of ideas.
It is usually complexity nobody planned for, ownership that has quietly blurred, or an operating model the company has outgrown. I work with leadership teams to clear what is in the way so useful work can start moving again.
02
AI, from intent to execution
AI changes products and the way companies operate. I help leaders choose where it matters, redesign the work and ship useful capability.
03
Executive partner
Founders and CEOs do not always need another report. Sometimes they need an experienced product and technology operator alongside them while the hard decisions get made.
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Organisations built to deliver
As companies grow, the structure that got them here can start holding them back. I simplify ownership, decision-making and the path from idea to customer.
Evidence, not titles
A career spent making change real.
Different companies, different markets, and underneath them the same recurring job: find what is actually blocking delivery, then stay long enough to be accountable for the result.
Turnarounds
Restored delivery in a stalled SaaS business
Restarted product delivery, secured enterprise customers and rebuilt the operating foundations supporting a $160M+ revenue base.
Transformation
Changed the economics of product delivery
Reshaped product and engineering operations across APAC, improving delivery capability while saving $6.2M over three years.
Scale
Built organisations for the next stage
Grew Domain’s technology organisation from 48 to 230 people and led the technology elements of the separation that supported its ASX listing.
Commercial outcomes
Turned product change into business growth
Led digital subscription products at Fairfax that created more than $60M in incremental annual subscription revenue in the first two years.
Selected work
What transformation looks like in practice.
Four situations where the brief was not to observe from the sidelines.
SaaS turnaround
Restarting a product organisation that had stopped shipping
Product delivery restarted, enterprise customers were secured, commercial momentum returned and CPS234 Compliance and ISO 27001 certification were achieved with the company’s first CISO function established. The work supported a business with a $160M+ revenue base.
Read the story
Product and engineering transformation
Improving capability while changing the cost base
The new model improved delivery capability and produced $6.2M in savings over three years, while creating a stronger base for AI-enabled product and operating workflows.
Read the story
How I think
Execution over theatre.
Strategy matters. It only becomes valuable when it changes decisions, behaviour and what reaches the customer.
01
Start with the constraint, not the org chart.
02
Make fewer promises, then keep them.
03
Treat APIs as business capabilities, not plumbing.
04
Use AI to change the work, not decorate the roadmap.
05
Build capability that remains after I leave.
ByteJam
I still build.
ByteJam is my product studio: the place where I build software, experiment with AI and test ideas against real users. It keeps my executive work grounded in the reality of making things.
See what I am building →build();
learn();
repeat();
Ways to work together
The shape follows the problem.
Sometimes the right role is a sounding board for a founder who has nobody else to test the decision on. Other times it means stepping into the work and owning part of it. These are common starting points, not packaged services.
Executive advisor
A trusted product and technology partner for a CEO, founder or leadership team.
Fractional CPTO
Senior product and technology leadership without waiting for a permanent appointment.
Transformation leadership
Hands-on leadership for a defined period of change, from diagnosis through delivery.
Board advisor and speaking
Independent perspective for boards, investors and audiences navigating technology and AI change.
Let’s talk
Tell me what isn’t moving.
No pitch deck required. A little context about the business, the constraint and what you have already tried is a good place to start.