Aligning strategy,
technology & execution.
The hard part isn’t
STRATEGY
TECHNOLOGY
EXECUTION
It's aligning them.
I work inside the problem.
Not around it.
PRODUCT DIRECTION
AI + TECHNOLOGY
OPERATING MODEL
Built through real work.
Across global enterprises, complex organizations and growth-stage companies.
to outcomes.
FROM AMBIGUITY
01 - PRODUCT + OPERATING MODEL
From fragmented priorities
→ to one product direction
Bringing product, technology, operations, and leadership into a shared direction, with clear ownership and a model built to execute.
02 - AI + TECHNOLOGY
From technology looking for a use
→ to technology solving the right problem
Connecting emerging technology to real needs, workflows, and outcomes, not implementing it for its own sake.
03 - ORGANIZATIONAL ALIGNMENT + EXECUTION
From competing priorities
→ to clear decisions and coordinated execution
Creating the clarity, decision rights, and ways of working that turn direction into progress.
SELECTED WORK
Different problems.
Different organizations.
No playbook.
01 / GLOBAL NPO
Reframing technology
around the staff experience.
Product strategy · AI · Enterprise platforms · Operating model
01 — THE PROBLEM
A fragmented staff & donor experience.
Critical tools, information, support, and workflows had grown across disconnected systems, with technology decisions often happening independently of the experience they created.
02 — THE DIRECTION
Start with the experience, not the systems.
Research across the organization revealed a shared view of staff & donor needs and informed a product direction that could guide technology, AI, platforms, knowledge, and support.
03 — THE WORK
Turn the direction into execution.
Established product ownership and prioritization, shaped the experience roadmap, and aligned active work across enterprise platforms, AI, knowledge, support, and emerging capabilities.
02 / COCA-COLA
Simplifying complex
products at global scale.
Product strategy · Digital products · Global platforms · Customer experience
01 — THE PROBLEM
Complex experiences at enterprise scale.
Ordering and digital experiences needed to work across a global organization, multiple audiences, and a complex technology environment.
02 — THE DIRECTION
Make complexity feel simple to the user.
Focused product direction around simplifying critical experiences while building for the scale and realities of a global enterprise.
03 — THE WORK
Turn product improvements into business impact.
Redesigned an enterprise ordering platform, reducing order time by 30% with ~$200M annual revenue impact, while also delivering mobile products across 206 markets and ~700,000 users.
03 / KAISER PERMANENTE
Redesigning the employee
experience at enterprise scale.
Product strategy · Employee experience · Enterprise technology · Platform modernization
01 — THE PROBLEM
Technology was getting in the way of productivity.
Onboarding, provisioning, applications, and device experiences created friction for a workforce of more than 250,000 providers and associates.
02 — THE DIRECTION
Design around the employee, not the technology.
Set product direction around simplifying critical workforce experiences while aligning Engineering, Architecture, Security, Operations, UX, and leadership.
03 — THE WORK
Turn experience improvements into measurable impact.
Redesigned onboarding and provisioning experiences, reducing employee time-to-productivity by 45%, while advancing self-service applications and device lifecycle modernization.
ABOUT
Leadership close
to the work.
I’ve spent 15+ years leading products, technology, and transformation across Fortune 500 companies and consulting — including serving as the senior-most Product leader for a $1B+ global consultancy and building my own executive advisory firm.
My work spans product strategy, organizational leadership, enterprise technology, and AI, but the role is usually the same: bring clarity to complex problems, align the people who need to solve them, and turn direction into execution.
IN THEIR WORDS
What it's like to work together.
“Carl combines strategic product thinking with strong operational execution. He quickly aligned our leadership team around the priorities that mattered most for growth.”
Keagan R. · CEO, CarAdvise
“Carl operates comfortably at the executive level, helping leaders navigate complex problems, align around a direction, and turn ideas into action. He has a rare ability to move from C-level strategy through the complexity of a large organization and ultimately drive the work through execution.”
Andrew Osterday · Co-Founder, LOCAL
“Carl helped align a highly complex global initiative across multiple stakeholder groups while bringing clarity, structure, and measurable direction to the work.”
Steven Brooks · VP, IHG
“Carl brings clarity to complexity and helps organizations move faster through stronger prioritization, alignment, and execution.”
Will H. · Co-Founder, Ascend Consulting Group