I’ve spent 12+ years across product, design, strategy and business, from hands-on 0→1 work to executive product leadership. I work the full problem: users, proposition, experience, commercial logic and delivery. AI is part of how I execute when it helps me stay closer to the product, not a substitute for judgment. That combination is how unclear opportunities become products people can actually use.
I have led Product and Design inside regulated, high-growth companies, where the constraints are teams, compliance and scale, not only the idea.
Fingo Africa was regulated consumer banking, not a short experiment. As Co-CPO I owned Product & Design across strategy, experience, growth and execution.
Fingo Pay is a separate B2B payments platform. Product decisions cut across merchant experience, infrastructure, operations and commercial reality.
At SafeBoda I led a four-person design team inside a high-growth mobility / super-app environment. Less time on my own screens. More time making sure the team was solving the right problems for a product that reached 1M+ users.
When the answer is unclear, long chains of translation slow everything down. I stay close to the work: decide what should change, shape it, put it in front of users, and keep going until the next decision is clearer.
By the time something reaches users, the original thinking has been translated several times.
Most useful in 0→1 and experiments, when waiting costs more than learning.
Moving faster does not replace knowing which problem matters, what feels wrong, or what is worth changing next.
What problem is worth solving? What should we stop building?
Does this make sense to people? What feels wrong?
Does this create value? What evidence decides the next move?
Getting from decision to something real: with teams, or hands-on with AI-assisted development when that is the fastest way to learn. Not a replacement for engineering organisations.
AI is useful leverage in the build. Knowing what to change, and what not to, still comes from product and design judgment.
That is where 12+ years across product, design and business matter.Each piece of work shows a different part of the same skill set: building a product, testing it with users, or leading it at scale.
Afritesting and BallBrain are live products, from first build through pilot evidence with real users.
I wanted to know whether companies in Kenya would pay for easier access to local research participants. Instead of spending weeks on a concept deck, I built a live product and tested the premise.
Could individual basketball training be more structured for players without constant coach access? I built the Android app, recruited players, ran a closed beta, and tested it for six weeks with Deementor Academy in Nairobi.
Same foundation (product, design, business and execution), shaped to the problem.
Senior product leadership that connects strategy, design, business and execution, and keeps the organisation on the right problems.
An important opportunity exists, but the product is still unclear.
A company is about to spend serious time or money on an idea that can be tested before a full commitment.
That is usually where I do my best work: understand what is going on, cut through the noise, get something real in front of users, and keep going until the next decision is clearer.
Remote-first or flexible. Selected project work as well.
If the problem matters, I want to understand it properly, then get to something real as fast as possible.
I’ve spent 12+ years across product, design, strategy and business, from messy 0→1 work to executive roles. I notice when something does not make sense. I use AI where it speeds up execution. I would rather test than debate for weeks.
Most interested in fintech, new products, and teams that need someone who can lead and still get close to the work.
