The pattern of outcomes across recent engagements.

The situation

A multi-billion-dollar urgent care network operating across hundreds of clinics needed product leadership that could move across clinical workflow, patient experience, and the back-end operations platform without staffing a full executive search. The operating challenge: shipping technology that works for clinicians on the floor, patients in the room, and operators looking at the network.

The work

Embedded as fractional product leadership through Suncoast PLM. Leading the product operating model across clinical, consumer, and operations technology simultaneously — while shipping concurrent initiatives including the AI roadmap and platform modernization. The model is the work: weekly operating reviews, roadmap calls, vendor management, leadership cadence. The product function operates as a function, not a project.

The frame

Proof that the Suncoast PLM model works at scale. A multi-billion-dollar healthcare operator at the top of its category is running product transformation with a fractional CPO in the seat — not a full-time hire, not a big-firm consultancy, not a junior team.

The situation

A national consumer tax services franchise needed a product function that didn't exist. Four product managers, no formal operating model, technology investments running ahead of the discipline to manage them. The company needed a product function built 0→1 — not augmented, not advised, built.

The work

Built the product function over nearly nine years. Hiring trajectory, operating cadence, the discovery and delivery practice, the leadership bench. The function went from four PMs to twenty-five people. More important than the headcount: the operating discipline. Roadmaps were debated, not declared. Trade-offs were named, not buried. The CEO had a product peer in the room.

The situation

A prepaid card and fintech payments subsidiary with no formal product or Agile practice. Engineering shipping against ad-hoc requests. Partner integrations dictating roadmap by default. The business needed a product muscle that could absorb partner input, prioritize against strategy, and ship at the cadence the payments network required.

The work

Joined as a product manager. Spent the next eight years building product and Agile practice 0→1 — the discovery model, the planning rhythm, the operating cadence with engineering and partners. Progressed through several roles to lead a fourteen-person product and Agile team. Drove SAM expansion in the mobile payment processing business from 35% to 95%, delivered $18M ARR in growth from a new SaaS feature set, and reduced small-vendor integration time from three months to thirty days. The formative operating reps: shipping in a regulated environment, with external dependencies, against partner timelines — the same discipline now applied at every Suncoast PLM engagement.