Most product leaders specialize. They come up through one lane: technical, UX, startup, or enterprise. I've built across all of it. I lead by making teams more leveraged through AI, clear thinking, and process that fits the work.
The traditional manager role is collapsing into a more strategic IC role. AI eats the coordination and translation layer.
What's left, judgment and taste and ownership, doesn't need a separate role to house it.The future of senior product work is people who can do both: lead the team and build the leverage. The leaders who make it work bake AI tooling into the team's operating model from day one, rather than bolting it on later.
Strategy without execution is theatre. Execution without judgment is busywork. The work that matters sits in between.
I work where the model isn't written. A new team, a new platform, a new operating layer.
Across consumer and enterprise, the work is platform-shaped. I build the systems an org runs on.
Lead the team and build the leverage. One role, both jobs.
What I build, I use first. AI tooling my own team runs on, the runbook I follow, side projects in between. The most demanding user is me.
Hard calls land on data. The trade reframed in numbers stops being a fight.