One person, inside your team, with a handover as the goal.

I have run product for seven organisations in five industries since 2020: a pharmacy delivery startup, a B2B2C commerce platform for a software vendor, Germany's largest corporate bike leasing provider, a tools retailer, an intralogistics group, an energy utility, and today an enterprise lens-ordering programme at Carl Zeiss Vision. Before that I sold software, which is why I care about the number a product produces and not only about the product.

The pattern across all of them is the same. Something digital has to be built or fixed, the people who could build it are there, and nobody owns the decisions between the business and the team. That is the seat I take: two to three days a week inside the team, deciding what gets built, writing what the engineers work from, and defending the roadmap when everybody wants to reorder it.

My delivery runs on AI workflows I built. Recurring deliverables such as specs, decision logs, release notes and analyses run through codified workflows that apply each client's formats and tools. Meetings and decisions flow into a maintained knowledge base per mandate, so a correction is captured once. Prototypes get built rather than described. That is how one person covers the surface area of a small team. Scope, client communication and anything touching production stay with me, and the output carries my voice.

I also teach e-commerce and digital economy at Berliner Hochschule für Technik, and I keep a hands-on e-commerce practice for small D2C brands on the side, which keeps me close to what a shop actually does on a Tuesday afternoon.

Where I am not the fit: managing a team of product managers, or finding product-market fit from scratch. I say so on the first call.