Head of Product · Digital Assets & Financial Infrastructure
I turn complex opportunities into products that work.
I lead new products, business lines and divisions from commercial assessment through launch. I connect customer needs, complex systems and business economics, then bring together the people and resources needed to deliver.
Track record
- Organisation built
- 0 → 70+
- Sustained monthly fund trading volume supported
- $5–6B
- Centralised exchange launched
- 3 months
- Institutional vault platform delivered
- 1 month
Product decisions. Working systems. Commercial purpose.
A selection of products I led inside Quantum Fintech Group and through my independent practice, Precision Labs.
Felix Exchange: An exchange built around the fund’s trading requirements.
I selected Binance Cloud for its shared liquidity, order book and operating model, then led the exchange launch within three months. Felix supported the fund’s sustained $5–6B monthly trading volume.
View case study
Superseed: From Layer 2 economics to a new product direction.
I modelled the chain’s economics, recommended its retirement and led delivery of a curated vault platform for institutional allocators within a month.
View case study
Tomb Finance: Rebuilding a distressed protocol.
Following acquisition, I jointly led redevelopment with Harry Yeh, owning the rebrand, product experience, integrations and peg-management tools during the protocol’s recovery to approximately $1.8B in TVL.
View case study
Product judgment shaped inside a fund.
At Quantum Fintech Group, the brief was often: “We hold these assets. Make them earn.”
Product decisions were connected directly to capital deployment, trading performance and commercial returns. I built the organisation from zero to 70+ people across product, engineering, design, community and support, delivering more than 25 products.
That experience shapes how I work today: establish the business case, understand the risks, make the trade-offs explicit and carry the product through to delivery.
At the start of something consequential.
A new product or division
You have an opportunity that needs a business case, product direction and someone accountable for taking it forward.
A product that needs a new direction
The economics, customer needs or operating assumptions have changed. You need to decide what to continue, reshape or retire.
A complex platform to deliver
Data, integrations, workflows and stakeholders need to come together in a product people can understand and use.