Smarter products.
Scalable growth.

A traditional consultant delivers a report and leaves. A fractional CPO embeds in your business — attending line reviews, meeting vendors, making product decisions alongside your team. You get the judgment of a VP of Product at 1–3 days a week, without the overhead of a full-time hire.

Most furniture businesses at $10M–$100M have a buying function but not a product strategy. Fractional product leadership builds the assortment architecture, sourcing discipline, and competitive intelligence that turns reactive buying into a structured growth engine — one that compounds over time.

Differentiation comes from design intelligence and sourcing relationships — knowing what's on show floors six months before retail, and having the factory relationships to brief something custom rather than buying off a wholesale catalogue. I attend CIFF, MIFF, High Point Market, Las Vegas Market, and Salone del Mobile to stay ahead of the market.

Most engagements run 8–20 hours per week over 3–6 months. Clients typically start with a focused 3-month sprint to solve one critical problem, then extend once the scope is clear and the work is underway.

Fractional engagements typically run 40–60% less than a full-time VP of Product, with no overhead — no benefits, no office, no severance. Monthly retainers generally range from $8,000 to $15,000 CAD depending on scope and time commitment.

Initial findings and quick wins typically emerge in the first 2–4 weeks. Structural changes — assortment architecture, sourcing systems, buying cadence — take 60–90 days to fully take hold and show up in the numbers.

Primarily remote, with on-site visits for key milestones — line reviews, factory negotiations, trade shows. Most analytical and advisory work travels well across time zones, and clients have found the remote model works effectively for the day-to-day rhythm.

Clients typically range from $10M to $500M in revenue — past the early-stage chaos, but not yet large enough to justify a full-time senior product team. The sweet spot is a company that knows it has a product problem but doesn't have the internal capacity to solve it.

All engagements operate under a signed NDA. Client data, supplier relationships, and pricing are never shared across clients. Competitive intelligence work is always client-specific and proprietary.

The goal is always to leave the business more capable than I found it — with documented processes, trained team members, and buying systems that don't depend on my continued involvement. Some clients extend; others graduate to managing the work independently.