Frederick John
CPO + Product Leader | $20M-$600M Portfolio Owner | $22M ARR @ Amazon | 4x ARR @ Deloitte | Board Advisor @ 2 Tech Startups | Stanford CPO Certified | AI/ML Leader
Product and People leader who has designed, built, and delivered portfolios that range from $20M to $600M ARR. Designed and launched AWS's first Sponsored Ads Program ($22M ARR Year 1), grew Deloitte's Cloud Migration Platform from $26M to $100M+ ARR in 2 years, led a $550M FinTech portfolio at Diebold with 9% YoY growth. Hands-on expertise in 0→1 and 1→N product launches, portfolio simplification, AI/ML innovation, and board advisory experience. Hired/grew/mentored high performing, agile product teams of 100+ people across 4 continents. Ready for CPO/SVP Product leadership roles driving measurable product and revenue impact.
Contact Information
Skills & Expertise
Fred builds SaaS Cloud Product Portfolios that range from $20M to $600M ARR. With 20+ years leading product strategy at Amazon, Deloitte, Diebold Nixdorf, and ADP, Frederick specializes in 0→1 & 1→N product design & launches, Enterprise portfolio simplification, and AI/ML innovation that drives measurable revenue growth and enterprise value.
What makes Fred different:
Fred doesn’t just manage products - he turns complex portfolios into scalable revenue engines.
He has led large-scale enterprise products and organizations across two distinct challenges: inheriting complex, fragmented portfolios that required simplification and optimization to unlock growth, and building net-new products through innovation to reach new markets and customers.
Fred is highly intentional about applying the right operating model to each situation. He rejects one-size-fits-all product processes in favor of pragmatic, context-driven execution grounded in rigorous requirements discovery, inclusive and agile roadmap planning, and deep partnerships with Engineering, Data Science, UX, and go-to-market teams.
His leadership is anchored in a truly data-driven approach to product management, with clear KPIs and outcomes that demonstrate measurable improvements in quality, speed, and customer value.
Above all, Fred believes great products are built by strong, inspired teams. He leads with a customer-obsessed, servant-leadership mindset, creating environments where teams are empowered, accountable, and aligned to deliver meaningful impact at scale.
Track Record:
- Created AWS’s first Sponsored Ads program: $22M ARR Year 1 (on track for $70M+ Year 2)
- Grew Deloitte cloud migration platform: $26M → $100M+ ARR in 2 years
- Led $550M FinTech product portfolio at Diebold: 9% YoY growth
- Scaled ADP Time & Labor product: $600M ARR across 3 continents
- Portfolio simplification: 7 products → 2 at ADP, 160% sales increase
- Technical debt reduction: 30% reduction YoY at Diebold while launching new features
- AI/ML innovation: Replaced Elastic search with Semantic search at AWS Marketplace, automated workload optimization at Deloitte
- Board Member: AlertOps ($10M ARR target), MechanizedAI ($125M valuation)
Target Roles: Chief Product Officer | SVP Product Management | Head of Product
Ideal Companies: B2B/B2C SaaS, AI/ML platforms, Enterprise software, $100M-$1B ARR, growth-stage through public
Fred doesn't just iterate on existing products; he creates new revenue streams from scratch.
Amazon (AWS Marketplace) | Head of Product (L7), Core Services
Recruited by VP of AWS Marketplace to head Innovation and Product Management for AWS Marketplace Core Services powering all APIs.
What Fred Built:
AWS Marketplace Sponsored Ads (0→1 Launch)
Created AWS Marketplace’s first-ever "Sponsored Ads" program allowing customers to pay-to-play using AI/ML-powered advertising.
→ Result: $22M ARR in Year 1, on track for $70M+ Year 2
AI/ML Semantic Search Transformation
Led shift from traditional elastic search to AI/ML-based semantic (conversational) search for AWS Marketplace.
→ Result: Enhanced usability, improved search accuracy, better customer experience
Single-Threaded Leadership
STL (Single Threaded Leader) - led 12-person senior PM team, partnered with 280-person product development organization.
→ Result: Delivered Marketplace Search, Billing, and Procurement APIs powering 1B+ searches and 2M+ transactions annually
Exit context: Left Amazon due to RTO mandate (relocation to Seattle), not performance.
Fred transforms fragmented, underperforming product portfolios into streamlined revenue engines.
Deloitte | Vice President of Product, Cloud Engineering
Recruited by the Managing Director of Cloud Engineering to lead the acquisition and transformation of ATADATA, Deloitte's flagship cloud migration product.
What Fred Transformed:
Acquisition to Scale
Acquired ATADATA for $26M, inherited an aging platform and product team spread between the US, India, and Argentina.
→ Result: $26M → $100M+ ARR in 2 years (4x ROI)
Team Building & Transformation
Inherited 20-person team across 3 continents, grew to 75+ product management and development professionals, and streamlined operations.
→ Result: Built, trained, mentored team to deliver NextGen 2.0 product
Product Re-Architecture
Re-designed legacy product architecture into NextGen platform using .NET Core framework and brand-new UI/UX.
→ Result: Delivered in under 12 months, scaled to large Enterprise customers
AI Innovation Incubation
Created Deloitte's AI Innovation arm for Cloud Engineering, launched automated right-sizing product.
→ Result: Real-time cloud optimization for Enterprise customers, new revenue stream
Impact: 4x ROI in 2 years, complete product transformation, established AI innovation capability.
Diebold Nixdorf | Global VP of Product Management
Recruited by CEO to serve as CPO for entire Global Banking Software portfolio ($550M ARR).
What Fred Led:
P&L Ownership at Scale
CPO for 6 product portfolios ($550M ARR) spanning ATM software to digital marketing.
→ Result: 9% YoY growth managing 74 global product managers
Technical Debt Reduction
Reduced technical debt 30% YoY while simultaneously launching critical new features.
→ Result: 24% new business revenue growth across NAMER and EMEA
Product Re-Architecture & Launch
Re-architected aging digital marketing product, launched new version in under 12 months.
→ Result: Delivered to all existing customers + 3 new global regions
Innovation Leadership
Designed and built Diebold's first cryptocurrency prototype (buy/sell crypto at ATMs).
→ Result: Positioned company for fintech innovation
Global Product Organization
Partnered with CTO to engage 1,200+ software professionals across 4 continents.
→ Result: Coordinated global product development at massive scale
Impact: Led $550M portfolio with 9% YoY growth, reduced technical debt while launching innovation projects, expanded into new regions.
Exit context: Company filed for bankruptcy (declining hardware sales during COVID), not product performance.
ADP | Sr. Director of Product Management, TLM
CPO for $600M Time & Labor Management (TLM) suite serving 55,000 clients.
What Fred Simplified:
Portfolio Consolidation
Consolidated 7 fragmented "Time" solutions into 2 streamlined products.
→ Result: 160% sales volume increase in 2015
Agile Transformation
Championed agile methodologies (Scrum, TDD) across TLM organization.
→ Result: 225% quality improvement (reduction in defects) through automation and test-driven development
Global Scale
Managed $600M product across 3 continents serving over 50,000 customers.
→ Result: Delivered simplified, scalable solution for enterprise HCM market
Impact: Portfolio simplification drove 160% sales growth, quality transformation through agile adoption.
Fred advises startups and scale-up companies on product strategy, GTM execution, and fundraising.
Current Board & Advisory Roles
Board Member - AlertOps
Advising CEO and CRO on growth strategies and product innovation.
→ Target: Help company reach $10M ARR
Board Member - MechanizedAI
Working with CEO and CAIO (Chief AI Officer) on product roadmap and innovation.
→ Impact: Instrumental in pitching to PE firms for fundraising/exit ($125M valuation)
Strategic Advisor - Forter
Recruited by CRO to help Forter expand AWS Marketplace presence.
→ Target: $20M ARR on AWS MP in Year 1
Board Value: Product roadmap strategy, GTM execution, fundraising/exit advisory, AWS ecosystem expertise.
0→1 & 1→N Versatility
Can build new products from scratch (AWS Sponsored Ads: $22M Year 1) AND scale existing portfolios (Deloitte: $26M → $100M ARR)
P&L Ownership at Scale
Managed product portfolios ranging from $20M to $600M ARR across multiple companies and industries
Portfolio Simplification Expert
Proven ability to consolidate fragmented products (ADP: 7 → 2, 160% sales growth) and streamline complexity
AI/ML Product Innovation
Deep expertise in AI/ML product development (AWS semantic search, Deloitte automation, Forter agentic AI)
Technical + Commercial Fluency
Combines technical depth (worked with data scientists, architects) with commercial execution (P&L, GTM, revenue)
Global Product Leadership
Led product organizations of 12-100+ across 4 continents, managed distributed teams at scale
Board-Level Communication
Board member and advisor experience; articulates product vision with P&L impact and timeline KPIs
Agile Evangelist & Servant Leader
Champions agile methodologies (Scrum, SAFe, Kanban), believes in "lead by example" and servant leadership
Startup to Enterprise Experience
Board advisor to startups ($10M-$125M valuations) + enterprise product leadership (Amazon, Deloitte, Diebold, ADP)
Stanford GSB + Amazon Bar Raiser
Emerging CPO certification (Stanford GSB), Amazon Bar Raiser (top 1% of Amazonians), Forbes Technology Council
Objective: Understand the product portfolio (strengths + gaps), customer needs, and market positioning. Build relationships across product, engineering, GTM, and Executive teams.
Key Activities:
- EXECUTIVE & STAKEHOLDER ALIGNMENT
- Meet with CEO, CTO, CFO, and other Stakeholders to understand strategic priorities, growth targets, company/product vision
- Align on product success metrics: target ARR, feature adoption, customer satisfaction (target NPS), revenue breakdown
- PRODUCT PORTFOLIO ASSESSMENT
- Product-market fit: which products are meeting customer needs? Which are struggling? And why?
- Revenue contribution: ARR by product, growth trends, customer concentration
- Roadmap health: Backlog prioritization, technical debt, resource allocation
- Competitive positioning: Win/loss analysis, differentiation, pricing strategy
- CROSS-FUNCTIONAL TEAM ASSESSMENT
- 1:1s with all Product Managers, Engineering leaders, UI/UX, Data Science
- Understand team dynamics, skill gaps, morale
- Assess product culture: customer-centricity, data-driven decision making, agile maturity
- GTM ALIGNMENT - SALES, MARKETING, CUSTOMER SUCCESS
- What's selling? What's not? Why?
- Sales enablement gaps, competitive objections, pricing feedback
- Customer onboarding challenges, time-to-value
- MARKET & COMPETITIVE ANALYSIS
- Competitive landscape: Who's winning? Why? Product gaps vs. competitors
- Market trends: Emerging technologies, customer needs, regulatory changes
- Analyst reports: Gartner, Forrester positioning and feedback
Deliverables by Day 30:
✅ Product portfolio assessment: health, gaps, opportunities
✅ Customer discovery insights: top feature requests, pain points, competitive threats
✅ Cross-functional relationships established (Engineering, GTM, Executive team)
✅ Current state of Product team rituals and cadence
Objective: Propose tweaks to product strategy and/or roadmap. Optimize workflows, such as refining agile ceremonies or improving user story documentation. Find and evaluate small, high-impact improvements within the product portfolio..
Product Roadmap Evaluation:
- CUSTOMER DISCOVERY
- Interview 5+ customers across segments:
- What problems are we solving? What's missing?
- Feature priority, pain points, adoption barriers
- NPS/CSAT feedback, renewal risk assessment
- Join 5+ customer calls (sales demos, implementation, support) to understand buyer journey
- Interview 5+ customers across segments:
- DATA DEEP-DIVE
- Product usage analytics: Activation, engagement, retention, churn
- Feature adoption: Which features drive value? Which are ignored?
- Sales metrics: Pipeline by product, win rates, sales cycle length, deal size
Cross-Functional GTM Alignment:
- SALES/MARKETING COLLABORATION
- Align on product messaging, launch campaigns for new features
- Review/Create customer success stories showcasing product value
- Review/Optimize website, collateral, case studies
- CUSTOMER SUCCESS PARTNERSHIP
- Review/Improve onboarding process: identify opportunities to reduce time-to-value by 10-20%
- Evaluate in-app guidance, tutorials, best practices for key features
- Proactive outreach to at-risk customers with product solutions
Product Team Development:
- AGILE PROCESS OPTIMIZATION
- Refine/Improve agile ceremonies (backlog grooming, sprint planning, retrospectives, demos)
- Establish clear DoD (definition of done), story estimation, velocity tracking
- Team alignment: ensure all product teams (including any offshore teams) are speaking the same language
- PRODUCT CULTURE BUILDING
- Customer obsessed decision making: data-driven prioritization, user research
- Transparency in roadmap planning process using OKRs
- Blameless post-mortems, continuous improvement mindset
- TALENT DEVELOPMENT
- Identify high-potential PMs for growth opportunities
- Address skill gaps through training, mentorship, or hiring
- Create clear career paths and growth plans
Deliverables by Day 60:
✅ Identify keys areas of change/improvement in roadmap strategy
✅ 10-20% reduction in time-to-value for new customers
✅ Product teams aligned to product roadmap/innovation and agility
✅ Portfolio strategy recommendations presented to CEO/Stakeholders
Objective: Demonstrate measurable product and revenue impact, establish sustainable product management artifacts, position product organization for long-term success and growth.
Product & Revenue Impact:
- Measurable improvement in user engagement metrics (DAU/MAU, session length, feature usage)
- Identify top 3-5 features with highest customer demand + fastest time-to-value
- Iterate on core value proposition based on customer feedback
- Address 1-2 critical technical debt items blocking scalability and/or velocity
- Double-digit NPS/CSAT improvement from product enhancements and pain point resolution
Organizational Maturity & Cadence:
- Establish MBRs including product reviews with executive team:
- Product performance metrics (adoption, engagement, revenue)
- Roadmap progress and upcoming launches
- Resource needs, risk mitigation, strategic decisions
- Establish QBRs with extended stakeholders:
- Product portfolio performance and strategy
- Market positioning and competitive landscape
- Annual roadmap and investment priorities
- Publish Product Roadmap (6-12 months out)
- Build/Publish detailed roadmap for next 2-4 quarters aligned with company strategy
- Clear prioritization framework: customer value, revenue impact, strategic importance
- Resource planning and hiring needs to execute roadmap
Team & Culture:
- Build/Mentor high-performing product teams with clear roles, responsibilities, training, and accountability
- Establish hiring plans for critical roles identified in first 60 days
- Lead by example on customer-centric, data-driven, agile mindset across product teams
Deliverables by Day 90:
✅ 10-15% increase in overall product engagement (DAU/MAU, usage metrics)
✅ 5-10 point NPS improvement, 10-15% reduction in critical support tickets
✅ MBR, QBR, Stakeholder reporting cadence established and running
✅ 6-12 month product roadmap finalized with executive/Board alignment
✅ Product team operating with high velocity, quality, and morale
✅ Innovation pipeline established with Leadership support
Objective: Understand the product portfolio (strengths + gaps), customer needs, and market positioning. Build relationships across product, engineering, GTM, and Executive teams.
Key Activities:
- EXECUTIVE & STAKEHOLDER ALIGNMENT
- Meet with CEO, CTO, CFO, and other Stakeholders to understand strategic priorities, growth targets, company/product vision
- Align on product success metrics: target ARR, feature adoption, customer satisfaction (target NPS), revenue breakdown
- PRODUCT PORTFOLIO ASSESSMENT
- Product-market fit: which products are meeting customer needs? Which are struggling? And why?
- Revenue contribution: ARR by product, growth trends, customer concentration
- Roadmap health: Backlog prioritization, technical debt, resource allocation
- Competitive positioning: Win/loss analysis, differentiation, pricing strategy
- CROSS-FUNCTIONAL TEAM ASSESSMENT
- 1:1s with all Product Managers, Engineering leaders, UI/UX, Data Science
- Understand team dynamics, skill gaps, morale
- Assess product culture: customer-centricity, data-driven decision making, agile maturity
- GTM ALIGNMENT - SALES, MARKETING, CUSTOMER SUCCESS
- What's selling? What's not? Why?
- Sales enablement gaps, competitive objections, pricing feedback
- Customer onboarding challenges, time-to-value
- MARKET & COMPETITIVE ANALYSIS
- Competitive landscape: Who's winning? Why? Product gaps vs. competitors
- Market trends: Emerging technologies, customer needs, regulatory changes
- Analyst reports: Gartner, Forrester positioning and feedback
Deliverables by Day 30:
✅ Product portfolio assessment: health, gaps, opportunities
✅ Customer discovery insights: top feature requests, pain points, competitive threats
✅ Cross-functional relationships established (Engineering, GTM, Executive team)
✅ Current state of Product team rituals and cadence
Objective: Propose tweaks to product strategy and/or roadmap. Optimize workflows, such as refining agile ceremonies or improving user story documentation. Find and evaluate small, high-impact improvements within the product portfolio..
Product Roadmap Evaluation:
- CUSTOMER DISCOVERY
- Interview 5+ customers across segments:
- What problems are we solving? What's missing?
- Feature priority, pain points, adoption barriers
- NPS/CSAT feedback, renewal risk assessment
- Join 5+ customer calls (sales demos, implementation, support) to understand buyer journey
- Interview 5+ customers across segments:
- DATA DEEP-DIVE
- Product usage analytics: Activation, engagement, retention, churn
- Feature adoption: Which features drive value? Which are ignored?
- Sales metrics: Pipeline by product, win rates, sales cycle length, deal size
Cross-Functional GTM Alignment:
- SALES/MARKETING COLLABORATION
- Align on product messaging, launch campaigns for new features
- Review/Create customer success stories showcasing product value
- Review/Optimize website, collateral, case studies
- CUSTOMER SUCCESS PARTNERSHIP
- Review/Improve onboarding process: identify opportunities to reduce time-to-value by 10-20%
- Evaluate in-app guidance, tutorials, best practices for key features
- Proactive outreach to at-risk customers with product solutions
Product Team Development:
- AGILE PROCESS OPTIMIZATION
- Refine/Improve agile ceremonies (backlog grooming, sprint planning, retrospectives, demos)
- Establish clear DoD (definition of done), story estimation, velocity tracking
- Team alignment: ensure all product teams (including any offshore teams) are speaking the same language
- PRODUCT CULTURE BUILDING
- Customer obsessed decision making: data-driven prioritization, user research
- Transparency in roadmap planning process using OKRs
- Blameless post-mortems, continuous improvement mindset
- TALENT DEVELOPMENT
- Identify high-potential PMs for growth opportunities
- Address skill gaps through training, mentorship, or hiring
- Create clear career paths and growth plans
Deliverables by Day 60:
✅ Identify keys areas of change/improvement in roadmap strategy
✅ 10-20% reduction in time-to-value for new customers
✅ Product teams aligned to product roadmap/innovation and agility
✅ Portfolio strategy recommendations presented to CEO/Stakeholders
Objective: Demonstrate measurable product and revenue impact, establish sustainable product management artifacts, position product organization for long-term success and growth.
Product & Revenue Impact:
- Measurable improvement in user engagement metrics (DAU/MAU, session length, feature usage)
- Identify top 3-5 features with highest customer demand + fastest time-to-value
- Iterate on core value proposition based on customer feedback
- Address 1-2 critical technical debt items blocking scalability and/or velocity
- Double-digit NPS/CSAT improvement from product enhancements and pain point resolution
Organizational Maturity & Cadence:
- Establish MBRs including product reviews with executive team:
- Product performance metrics (adoption, engagement, revenue)
- Roadmap progress and upcoming launches
- Resource needs, risk mitigation, strategic decisions
- Establish QBRs with extended stakeholders:
- Product portfolio performance and strategy
- Market positioning and competitive landscape
- Annual roadmap and investment priorities
- Publish Product Roadmap (6-12 months out)
- Build/Publish detailed roadmap for next 2-4 quarters aligned with company strategy
- Clear prioritization framework: customer value, revenue impact, strategic importance
- Resource planning and hiring needs to execute roadmap
Team & Culture:
- Build/Mentor high-performing product teams with clear roles, responsibilities, training, and accountability
- Establish hiring plans for critical roles identified in first 60 days
- Lead by example on customer-centric, data-driven, agile mindset across product teams
Deliverables by Day 90:
✅ 10-15% increase in overall product engagement (DAU/MAU, usage metrics)
✅ 5-10 point NPS improvement, 10-15% reduction in critical support tickets
✅ MBR, QBR, Stakeholder reporting cadence established and running
✅ 6-12 month product roadmap finalized with executive/Board alignment
✅ Product team operating with high velocity, quality, and morale
✅ Innovation pipeline established with Leadership support
Frederick John
CPO + Product Leader | $20M-$600M Portfolio Owner | $22M ARR @ Amazon | 4x ARR @ Deloitte | Board Advisor @ 2 Tech Startups | Stanford CPO Certified | AI/ML Leader
Product and People leader who has designed, built, and delivered portfolios that range from $20M to $600M ARR. Designed and launched AWS's first Sponsored Ads Program ($22M ARR Year 1), grew Deloitte's Cloud Migration Platform from $26M to $100M+ ARR in 2 years, led a $550M FinTech portfolio at Diebold with 9% YoY growth. Hands-on expertise in 0→1 and 1→N product launches, portfolio simplification, AI/ML innovation, and board advisory experience. Hired/grew/mentored high performing, agile product teams of 100+ people across 4 continents. Ready for CPO/SVP Product leadership roles driving measurable product and revenue impact.
Contact Information
Skills & Expertise
Fred builds SaaS Cloud Product Portfolios that range from $20M to $600M ARR. With 20+ years leading product strategy at Amazon, Deloitte, Diebold Nixdorf, and ADP, Frederick specializes in 0→1 & 1→N product design & launches, Enterprise portfolio simplification, and AI/ML innovation that drives measurable revenue growth and enterprise value.
What makes Fred different:
Fred doesn’t just manage products - he turns complex portfolios into scalable revenue engines.
He has led large-scale enterprise products and organizations across two distinct challenges: inheriting complex, fragmented portfolios that required simplification and optimization to unlock growth, and building net-new products through innovation to reach new markets and customers.
Fred is highly intentional about applying the right operating model to each situation. He rejects one-size-fits-all product processes in favor of pragmatic, context-driven execution grounded in rigorous requirements discovery, inclusive and agile roadmap planning, and deep partnerships with Engineering, Data Science, UX, and go-to-market teams.
His leadership is anchored in a truly data-driven approach to product management, with clear KPIs and outcomes that demonstrate measurable improvements in quality, speed, and customer value.
Above all, Fred believes great products are built by strong, inspired teams. He leads with a customer-obsessed, servant-leadership mindset, creating environments where teams are empowered, accountable, and aligned to deliver meaningful impact at scale.
Track Record:
- Created AWS’s first Sponsored Ads program: $22M ARR Year 1 (on track for $70M+ Year 2)
- Grew Deloitte cloud migration platform: $26M → $100M+ ARR in 2 years
- Led $550M FinTech product portfolio at Diebold: 9% YoY growth
- Scaled ADP Time & Labor product: $600M ARR across 3 continents
- Portfolio simplification: 7 products → 2 at ADP, 160% sales increase
- Technical debt reduction: 30% reduction YoY at Diebold while launching new features
- AI/ML innovation: Replaced Elastic search with Semantic search at AWS Marketplace, automated workload optimization at Deloitte
- Board Member: AlertOps ($10M ARR target), MechanizedAI ($125M valuation)
Target Roles: Chief Product Officer | SVP Product Management | Head of Product
Ideal Companies: B2B/B2C SaaS, AI/ML platforms, Enterprise software, $100M-$1B ARR, growth-stage through public
Fred doesn't just iterate on existing products; he creates new revenue streams from scratch.
Amazon (AWS Marketplace) | Head of Product (L7), Core Services
Recruited by VP of AWS Marketplace to head Innovation and Product Management for AWS Marketplace Core Services powering all APIs.
What Fred Built:
AWS Marketplace Sponsored Ads (0→1 Launch)
Created AWS Marketplace’s first-ever "Sponsored Ads" program allowing customers to pay-to-play using AI/ML-powered advertising.
→ Result: $22M ARR in Year 1, on track for $70M+ Year 2
AI/ML Semantic Search Transformation
Led shift from traditional elastic search to AI/ML-based semantic (conversational) search for AWS Marketplace.
→ Result: Enhanced usability, improved search accuracy, better customer experience
Single-Threaded Leadership
STL (Single Threaded Leader) - led 12-person senior PM team, partnered with 280-person product development organization.
→ Result: Delivered Marketplace Search, Billing, and Procurement APIs powering 1B+ searches and 2M+ transactions annually
Exit context: Left Amazon due to RTO mandate (relocation to Seattle), not performance.
Fred transforms fragmented, underperforming product portfolios into streamlined revenue engines.
Deloitte | Vice President of Product, Cloud Engineering
Recruited by the Managing Director of Cloud Engineering to lead the acquisition and transformation of ATADATA, Deloitte's flagship cloud migration product.
What Fred Transformed:
Acquisition to Scale
Acquired ATADATA for $26M, inherited an aging platform and product team spread between the US, India, and Argentina.
→ Result: $26M → $100M+ ARR in 2 years (4x ROI)
Team Building & Transformation
Inherited 20-person team across 3 continents, grew to 75+ product management and development professionals, and streamlined operations.
→ Result: Built, trained, mentored team to deliver NextGen 2.0 product
Product Re-Architecture
Re-designed legacy product architecture into NextGen platform using .NET Core framework and brand-new UI/UX.
→ Result: Delivered in under 12 months, scaled to large Enterprise customers
AI Innovation Incubation
Created Deloitte's AI Innovation arm for Cloud Engineering, launched automated right-sizing product.
→ Result: Real-time cloud optimization for Enterprise customers, new revenue stream
Impact: 4x ROI in 2 years, complete product transformation, established AI innovation capability.
Diebold Nixdorf | Global VP of Product Management
Recruited by CEO to serve as CPO for entire Global Banking Software portfolio ($550M ARR).
What Fred Led:
P&L Ownership at Scale
CPO for 6 product portfolios ($550M ARR) spanning ATM software to digital marketing.
→ Result: 9% YoY growth managing 74 global product managers
Technical Debt Reduction
Reduced technical debt 30% YoY while simultaneously launching critical new features.
→ Result: 24% new business revenue growth across NAMER and EMEA
Product Re-Architecture & Launch
Re-architected aging digital marketing product, launched new version in under 12 months.
→ Result: Delivered to all existing customers + 3 new global regions
Innovation Leadership
Designed and built Diebold's first cryptocurrency prototype (buy/sell crypto at ATMs).
→ Result: Positioned company for fintech innovation
Global Product Organization
Partnered with CTO to engage 1,200+ software professionals across 4 continents.
→ Result: Coordinated global product development at massive scale
Impact: Led $550M portfolio with 9% YoY growth, reduced technical debt while launching innovation projects, expanded into new regions.
Exit context: Company filed for bankruptcy (declining hardware sales during COVID), not product performance.
ADP | Sr. Director of Product Management, TLM
CPO for $600M Time & Labor Management (TLM) suite serving 55,000 clients.
What Fred Simplified:
Portfolio Consolidation
Consolidated 7 fragmented "Time" solutions into 2 streamlined products.
→ Result: 160% sales volume increase in 2015
Agile Transformation
Championed agile methodologies (Scrum, TDD) across TLM organization.
→ Result: 225% quality improvement (reduction in defects) through automation and test-driven development
Global Scale
Managed $600M product across 3 continents serving over 50,000 customers.
→ Result: Delivered simplified, scalable solution for enterprise HCM market
Impact: Portfolio simplification drove 160% sales growth, quality transformation through agile adoption.
Fred advises startups and scale-up companies on product strategy, GTM execution, and fundraising.
Current Board & Advisory Roles
Board Member - AlertOps
Advising CEO and CRO on growth strategies and product innovation.
→ Target: Help company reach $10M ARR
Board Member - MechanizedAI
Working with CEO and CAIO (Chief AI Officer) on product roadmap and innovation.
→ Impact: Instrumental in pitching to PE firms for fundraising/exit ($125M valuation)
Strategic Advisor - Forter
Recruited by CRO to help Forter expand AWS Marketplace presence.
→ Target: $20M ARR on AWS MP in Year 1
Board Value: Product roadmap strategy, GTM execution, fundraising/exit advisory, AWS ecosystem expertise.
0→1 & 1→N Versatility
Can build new products from scratch (AWS Sponsored Ads: $22M Year 1) AND scale existing portfolios (Deloitte: $26M → $100M ARR)
P&L Ownership at Scale
Managed product portfolios ranging from $20M to $600M ARR across multiple companies and industries
Portfolio Simplification Expert
Proven ability to consolidate fragmented products (ADP: 7 → 2, 160% sales growth) and streamline complexity
AI/ML Product Innovation
Deep expertise in AI/ML product development (AWS semantic search, Deloitte automation, Forter agentic AI)
Technical + Commercial Fluency
Combines technical depth (worked with data scientists, architects) with commercial execution (P&L, GTM, revenue)
Global Product Leadership
Led product organizations of 12-100+ across 4 continents, managed distributed teams at scale
Board-Level Communication
Board member and advisor experience; articulates product vision with P&L impact and timeline KPIs
Agile Evangelist & Servant Leader
Champions agile methodologies (Scrum, SAFe, Kanban), believes in "lead by example" and servant leadership
Startup to Enterprise Experience
Board advisor to startups ($10M-$125M valuations) + enterprise product leadership (Amazon, Deloitte, Diebold, ADP)
Stanford GSB + Amazon Bar Raiser
Emerging CPO certification (Stanford GSB), Amazon Bar Raiser (top 1% of Amazonians), Forbes Technology Council
Objective: Understand the product portfolio (strengths + gaps), customer needs, and market positioning. Build relationships across product, engineering, GTM, and Executive teams.
Key Activities:
- EXECUTIVE & STAKEHOLDER ALIGNMENT
- Meet with CEO, CTO, CFO, and other Stakeholders to understand strategic priorities, growth targets, company/product vision
- Align on product success metrics: target ARR, feature adoption, customer satisfaction (target NPS), revenue breakdown
- PRODUCT PORTFOLIO ASSESSMENT
- Product-market fit: which products are meeting customer needs? Which are struggling? And why?
- Revenue contribution: ARR by product, growth trends, customer concentration
- Roadmap health: Backlog prioritization, technical debt, resource allocation
- Competitive positioning: Win/loss analysis, differentiation, pricing strategy
- CROSS-FUNCTIONAL TEAM ASSESSMENT
- 1:1s with all Product Managers, Engineering leaders, UI/UX, Data Science
- Understand team dynamics, skill gaps, morale
- Assess product culture: customer-centricity, data-driven decision making, agile maturity
- GTM ALIGNMENT - SALES, MARKETING, CUSTOMER SUCCESS
- What's selling? What's not? Why?
- Sales enablement gaps, competitive objections, pricing feedback
- Customer onboarding challenges, time-to-value
- MARKET & COMPETITIVE ANALYSIS
- Competitive landscape: Who's winning? Why? Product gaps vs. competitors
- Market trends: Emerging technologies, customer needs, regulatory changes
- Analyst reports: Gartner, Forrester positioning and feedback
Deliverables by Day 30:
✅ Product portfolio assessment: health, gaps, opportunities
✅ Customer discovery insights: top feature requests, pain points, competitive threats
✅ Cross-functional relationships established (Engineering, GTM, Executive team)
✅ Current state of Product team rituals and cadence
Objective: Propose tweaks to product strategy and/or roadmap. Optimize workflows, such as refining agile ceremonies or improving user story documentation. Find and evaluate small, high-impact improvements within the product portfolio..
Product Roadmap Evaluation:
- CUSTOMER DISCOVERY
- Interview 5+ customers across segments:
- What problems are we solving? What's missing?
- Feature priority, pain points, adoption barriers
- NPS/CSAT feedback, renewal risk assessment
- Join 5+ customer calls (sales demos, implementation, support) to understand buyer journey
- Interview 5+ customers across segments:
- DATA DEEP-DIVE
- Product usage analytics: Activation, engagement, retention, churn
- Feature adoption: Which features drive value? Which are ignored?
- Sales metrics: Pipeline by product, win rates, sales cycle length, deal size
Cross-Functional GTM Alignment:
- SALES/MARKETING COLLABORATION
- Align on product messaging, launch campaigns for new features
- Review/Create customer success stories showcasing product value
- Review/Optimize website, collateral, case studies
- CUSTOMER SUCCESS PARTNERSHIP
- Review/Improve onboarding process: identify opportunities to reduce time-to-value by 10-20%
- Evaluate in-app guidance, tutorials, best practices for key features
- Proactive outreach to at-risk customers with product solutions
Product Team Development:
- AGILE PROCESS OPTIMIZATION
- Refine/Improve agile ceremonies (backlog grooming, sprint planning, retrospectives, demos)
- Establish clear DoD (definition of done), story estimation, velocity tracking
- Team alignment: ensure all product teams (including any offshore teams) are speaking the same language
- PRODUCT CULTURE BUILDING
- Customer obsessed decision making: data-driven prioritization, user research
- Transparency in roadmap planning process using OKRs
- Blameless post-mortems, continuous improvement mindset
- TALENT DEVELOPMENT
- Identify high-potential PMs for growth opportunities
- Address skill gaps through training, mentorship, or hiring
- Create clear career paths and growth plans
Deliverables by Day 60:
✅ Identify keys areas of change/improvement in roadmap strategy
✅ 10-20% reduction in time-to-value for new customers
✅ Product teams aligned to product roadmap/innovation and agility
✅ Portfolio strategy recommendations presented to CEO/Stakeholders
Objective: Demonstrate measurable product and revenue impact, establish sustainable product management artifacts, position product organization for long-term success and growth.
Product & Revenue Impact:
- Measurable improvement in user engagement metrics (DAU/MAU, session length, feature usage)
- Identify top 3-5 features with highest customer demand + fastest time-to-value
- Iterate on core value proposition based on customer feedback
- Address 1-2 critical technical debt items blocking scalability and/or velocity
- Double-digit NPS/CSAT improvement from product enhancements and pain point resolution
Organizational Maturity & Cadence:
- Establish MBRs including product reviews with executive team:
- Product performance metrics (adoption, engagement, revenue)
- Roadmap progress and upcoming launches
- Resource needs, risk mitigation, strategic decisions
- Establish QBRs with extended stakeholders:
- Product portfolio performance and strategy
- Market positioning and competitive landscape
- Annual roadmap and investment priorities
- Publish Product Roadmap (6-12 months out)
- Build/Publish detailed roadmap for next 2-4 quarters aligned with company strategy
- Clear prioritization framework: customer value, revenue impact, strategic importance
- Resource planning and hiring needs to execute roadmap
Team & Culture:
- Build/Mentor high-performing product teams with clear roles, responsibilities, training, and accountability
- Establish hiring plans for critical roles identified in first 60 days
- Lead by example on customer-centric, data-driven, agile mindset across product teams
Deliverables by Day 90:
✅ 10-15% increase in overall product engagement (DAU/MAU, usage metrics)
✅ 5-10 point NPS improvement, 10-15% reduction in critical support tickets
✅ MBR, QBR, Stakeholder reporting cadence established and running
✅ 6-12 month product roadmap finalized with executive/Board alignment
✅ Product team operating with high velocity, quality, and morale
✅ Innovation pipeline established with Leadership support
Objective: Understand the product portfolio (strengths + gaps), customer needs, and market positioning. Build relationships across product, engineering, GTM, and Executive teams.
Key Activities:
- EXECUTIVE & STAKEHOLDER ALIGNMENT
- Meet with CEO, CTO, CFO, and other Stakeholders to understand strategic priorities, growth targets, company/product vision
- Align on product success metrics: target ARR, feature adoption, customer satisfaction (target NPS), revenue breakdown
- PRODUCT PORTFOLIO ASSESSMENT
- Product-market fit: which products are meeting customer needs? Which are struggling? And why?
- Revenue contribution: ARR by product, growth trends, customer concentration
- Roadmap health: Backlog prioritization, technical debt, resource allocation
- Competitive positioning: Win/loss analysis, differentiation, pricing strategy
- CROSS-FUNCTIONAL TEAM ASSESSMENT
- 1:1s with all Product Managers, Engineering leaders, UI/UX, Data Science
- Understand team dynamics, skill gaps, morale
- Assess product culture: customer-centricity, data-driven decision making, agile maturity
- GTM ALIGNMENT - SALES, MARKETING, CUSTOMER SUCCESS
- What's selling? What's not? Why?
- Sales enablement gaps, competitive objections, pricing feedback
- Customer onboarding challenges, time-to-value
- MARKET & COMPETITIVE ANALYSIS
- Competitive landscape: Who's winning? Why? Product gaps vs. competitors
- Market trends: Emerging technologies, customer needs, regulatory changes
- Analyst reports: Gartner, Forrester positioning and feedback
Deliverables by Day 30:
✅ Product portfolio assessment: health, gaps, opportunities
✅ Customer discovery insights: top feature requests, pain points, competitive threats
✅ Cross-functional relationships established (Engineering, GTM, Executive team)
✅ Current state of Product team rituals and cadence
Objective: Propose tweaks to product strategy and/or roadmap. Optimize workflows, such as refining agile ceremonies or improving user story documentation. Find and evaluate small, high-impact improvements within the product portfolio..
Product Roadmap Evaluation:
- CUSTOMER DISCOVERY
- Interview 5+ customers across segments:
- What problems are we solving? What's missing?
- Feature priority, pain points, adoption barriers
- NPS/CSAT feedback, renewal risk assessment
- Join 5+ customer calls (sales demos, implementation, support) to understand buyer journey
- Interview 5+ customers across segments:
- DATA DEEP-DIVE
- Product usage analytics: Activation, engagement, retention, churn
- Feature adoption: Which features drive value? Which are ignored?
- Sales metrics: Pipeline by product, win rates, sales cycle length, deal size
Cross-Functional GTM Alignment:
- SALES/MARKETING COLLABORATION
- Align on product messaging, launch campaigns for new features
- Review/Create customer success stories showcasing product value
- Review/Optimize website, collateral, case studies
- CUSTOMER SUCCESS PARTNERSHIP
- Review/Improve onboarding process: identify opportunities to reduce time-to-value by 10-20%
- Evaluate in-app guidance, tutorials, best practices for key features
- Proactive outreach to at-risk customers with product solutions
Product Team Development:
- AGILE PROCESS OPTIMIZATION
- Refine/Improve agile ceremonies (backlog grooming, sprint planning, retrospectives, demos)
- Establish clear DoD (definition of done), story estimation, velocity tracking
- Team alignment: ensure all product teams (including any offshore teams) are speaking the same language
- PRODUCT CULTURE BUILDING
- Customer obsessed decision making: data-driven prioritization, user research
- Transparency in roadmap planning process using OKRs
- Blameless post-mortems, continuous improvement mindset
- TALENT DEVELOPMENT
- Identify high-potential PMs for growth opportunities
- Address skill gaps through training, mentorship, or hiring
- Create clear career paths and growth plans
Deliverables by Day 60:
✅ Identify keys areas of change/improvement in roadmap strategy
✅ 10-20% reduction in time-to-value for new customers
✅ Product teams aligned to product roadmap/innovation and agility
✅ Portfolio strategy recommendations presented to CEO/Stakeholders
Objective: Demonstrate measurable product and revenue impact, establish sustainable product management artifacts, position product organization for long-term success and growth.
Product & Revenue Impact:
- Measurable improvement in user engagement metrics (DAU/MAU, session length, feature usage)
- Identify top 3-5 features with highest customer demand + fastest time-to-value
- Iterate on core value proposition based on customer feedback
- Address 1-2 critical technical debt items blocking scalability and/or velocity
- Double-digit NPS/CSAT improvement from product enhancements and pain point resolution
Organizational Maturity & Cadence:
- Establish MBRs including product reviews with executive team:
- Product performance metrics (adoption, engagement, revenue)
- Roadmap progress and upcoming launches
- Resource needs, risk mitigation, strategic decisions
- Establish QBRs with extended stakeholders:
- Product portfolio performance and strategy
- Market positioning and competitive landscape
- Annual roadmap and investment priorities
- Publish Product Roadmap (6-12 months out)
- Build/Publish detailed roadmap for next 2-4 quarters aligned with company strategy
- Clear prioritization framework: customer value, revenue impact, strategic importance
- Resource planning and hiring needs to execute roadmap
Team & Culture:
- Build/Mentor high-performing product teams with clear roles, responsibilities, training, and accountability
- Establish hiring plans for critical roles identified in first 60 days
- Lead by example on customer-centric, data-driven, agile mindset across product teams
Deliverables by Day 90:
✅ 10-15% increase in overall product engagement (DAU/MAU, usage metrics)
✅ 5-10 point NPS improvement, 10-15% reduction in critical support tickets
✅ MBR, QBR, Stakeholder reporting cadence established and running
✅ 6-12 month product roadmap finalized with executive/Board alignment
✅ Product team operating with high velocity, quality, and morale
✅ Innovation pipeline established with Leadership support