The mandate
I joined as the company's first dedicated Head of Product with two jobs: stand up a real product function, and shift the company from chasing top-of-funnel growth toward the metrics that actually compound in a subscription business, namely retention, lifetime value, and durable revenue.
Built the team from the ground up
I hired, onboarded, and developed a product organization that did not exist before, a team of four product managers, and put in place the discovery, prioritization, and delivery processes the company had been operating without. I set up the ClickUp workspace and the day-to-day ticket flow the engineers worked from, defined the organizational structure and how teams interfaced with one another, and ran the early patient interviews that produced our first real datasets.
Turned around a toxic culture
The engineering side of the organization was deeply dysfunctional when I arrived, with low trust and high tension that was stalling delivery. I made fixing it a priority. I reset communication norms and expectations, created space for engineers to surface problems early and safely, and rebuilt the working relationship between product and engineering. That meant giving people a genuine chance to grow into the new culture, and ultimately parting ways with two individuals who were holding it back so the rest of the team could thrive. Within a few months the team was calmer, more collaborative, and shipping far more reliably.
Instrumented the business
You cannot improve what you cannot trust. I established server-side event tracking as the source of truth, resilient to the roughly 10% of client-side data lost to ad-blocking, built a single product-metrics dashboard the whole team runs from, and stood up automated anomaly monitoring so regressions surface in hours, not weeks. That foundation also surfaced strategy: for example, that Tirzepatide patients carry roughly 55% higher lifetime value than Semaglutide, which informs how we acquire and guide patients.
Moved the metrics
With retention as the north star, over my first ~10 months:
The NAD+ launch landed as a cross-sell, with about 86% of buyers coming from the existing patient base.
The throughline
Build the team, build the instrumentation, then use both to compound retention and expand the product line rather than relying on acquisition alone.