Senior Product Manager · Payments & Fintech
Seven years owning payments end-to-end — integrations, checkout, billing, market expansion. I work at the intersection of financial systems and user behaviour: where a bad decision costs real money, and a good one compounds.
Built lean to validate, broke under load, rebuilt right. The infrastructure behind $12M of annual revenue — and two scars that shaped how it got there.
Leadership overruled a hard no. I found a third option: a 2-week PayPal test instead of a 6-month integration. The evidence it produced reshaped our market strategy.
Compressed a 9-month PSP integration to 3–4 months by resequencing the build. Held the delivery together as the team reformed around me mid-project.
FareHarbor's first experiment. Pre-registered MDE, held the run length when the early signal was tempting. Now a practice running at 25+ experiments a year across the org.
Authored a reporting vision, let go of the surface, watched the thesis become a pillar of company strategy — delivered by a team I no longer ran.
CS asked for bulk cancellation tools. The data said individual bookers controlled their own decisions. I reframed the problem — and dispute rates dropped 60%.
Principles that show up consistently across the stories — in how I frame problems, make bets, and decide when to let go.
Read the full piece →I go to the source before committing to a solution
The first framing of a problem is usually someone's assumption. I query the data, talk to the operators, and let the evidence reshape the question before building anything.
Measurement is a design decision, not an afterthought
Pre-registered experiments. Dispute backtests timed to window closure. Dashboards built because the instrument didn't exist yet. Rigour is how I earn the numbers I cite.
When something is blocked, I look for the third option
A hard no from leadership isn't always the end. A validation bet, a segmented experiment, a redirected framing — constraints often produce sharper solutions than open mandates.
I surface structural problems honestly, even when it costs me
Twice I told my manager I couldn't do justice to two surfaces simultaneously. Both times a new team was created. I'd rather lose scope than quietly underdeliver on both.

I came into product through engineering and finance — a risk manager at Optiver before I realised what I actually liked was finding hard problems in transactional systems and building things that solved them. I didn't yet know that work was called product management.
I've been at FareHarbor since 2019, where I've owned Payments end-to-end across two product teams. I'm based in Amsterdam.
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