Head of Product for enterprise and AI-native SaaS.

I've spent more than a decade in product, including nine years at Cotality (formerly CoreLogic). As Director of Product / Head of Product, I owned strategy and P&L across a $70M, eight-product portfolio and led a 21-person product organisation serving Tier 1 banks, government, SMB and consumer markets.

That portfolio spanned property research (RP Data), consumer growth (OnTheHouse, one of Australia's highest-traffic property portals), AI-powered lead generation (Rita), digital advertising (Plezzel), valuation platforms for brokers and valuers (PropertyHub, ValConnect), and construction project intelligence (Cordell Connect). I led two M&A integrations, built give-to-get lead generation products from zero, and grew organic traffic by 25% through SEO and CRO strategy, establishing GTM as a portfolio-wide discipline.

I established the company's AI Governance Working Group, delivered its first commercial GenAI integration and helped scale from zero to 10 production AI features in a regulated data environment. The wider portfolio work included a flagship rebuild that increased monthly active users by 20% and mobile usage by 730%, pricing changes that delivered 15% ARR uplift and customer feedback loops that helped reduce churn from 12% to 8%.

After my son was born in November 2025, I took parental leave. In January 2026 I founded OpenChair and acted as its Head of Product. I entered beauty software without prior salon experience and used dozens of operator conversations plus competitor research to understand where established systems were leaving operators with unresolved problems.

The strongest pattern was not a missing feature. Complex booking, fragmented enquiries, unused appointment capacity and retention were parts of the same revenue system. I shaped OpenChair around that operating context, with the venue retaining ownership of its brand, customer relationships and decisions.

Customer evidence changed the product. The original grouped-booking model suited automation but did not match how hair salons handle split services, processing gaps and overlapping clients. I changed the roadmap and underlying workflow rather than ask operators to adapt to the software.

OpenChair moved into paid production use. Paying operators use it for bookings, customer communication and day-to-day workflows, with recurring weekly activity and more than 1,000 booking creations in a recent month. It remains early and does not yet prove repeatable acquisition or long-term retention.

I paused fundraising after deciding the capital required for the next stage was ahead of the evidence available. I am now looking for a full-time remote Head of Product, Director or AI product leadership role where I can apply the same market judgement at greater scale with a capable team and stronger distribution.

What I believe

• Start with the market problem, not the AI capability. A new model is not a product strategy. The work starts with the customer's operating reality, the commercial structure of the market and a reason to choose you over an incumbent.
• Customer evidence has permission to change the strategy. OpenChair's first booking model was easier to automate and wrong for the domain. Product judgement meant changing the model rather than defending the implementation.
• AI authority should be explicit. A model can suggest, draft or prepare an action. Booking and customer decisions still need clear permissions, operator control and a traceable path when something fails.
• Pricing and unit economics belong in product strategy. Team pricing, variable inference cost and the value of completed work shape which customers and workflows a product can support.