What I sell is not a role and not a set of skills, but a seam: product strategy, architecture and business economics, held by one person at the same time.
This is not «a product manager who understands technology» and not «an engineer with product thinking». It is a refusal to treat them as separate disciplines — and it is the refusal, not the breadth, that is the subject.
I am strong in several disciplines at once: product, architecture, development, business and systems analysis, marketing, sales, UX. Any single vacancy buys one of them, which is why a list of roles reads as a lack of focus. So what is shown here is decisions, not a list of roles.
The path is simple. Offline business first — manufacturing, food, car service, events: business before software. Then a large public retailer, from junior to head of a B2C direction and five product teams. Then venture studios, early products and my own projects. Now Talemo, the sixth iteration of my own idea: an AI-first operating system for small service businesses, built in public.
I write about two things. The first is the forks that cannot be left to developers, because the cost of the mistake is a business cost: GraphQL or not, write authentication yourself or not, how to isolate tenants. The second is the rules for people who build with agents, so that a non-technical founder gets code that can be dealt with later.
AI did not cancel engineering judgement, it moved it further up the stack. A founder used to explain the task to a developer and can now say it to a model directly — which is exactly why understanding the consequences of your own decisions became more important, not less.