Your team is in the middle of a major change. I make sure it lands.
AI transformations, reorgs, post-M&A, leadership changes. These are the moments when the way a product team operates has to change. Most orgs try to run the transformation alongside everything else, and that’s how it burns people out and quietly stalls. I come in, do the strategy and the execution, and make sure the change actually sticks.
The sharpest version of this right now is AI transformation: when the roadmap has changed but how the team works hasn’t.
What happens when orgs try to run this internally
When an org tries to run its own transformation, the work gets layered on top of everything else, and nobody has the capacity to do both well. Because the people driving the change are also inside the politics, the team doesn’t experience it as something happening with them. It feels like something being done to them. That resistance is quiet at first, then louder. Progress slows. The org enters what I think of as zombie mode: technically still working on the change, but not really moving. The roadmap doesn’t stop, the transformation doesn’t progress, and people burn out trying to carry both. Things drift back to how they were.
This isn’t a failure of effort. It’s a failure of structure. The transformation needs someone whose only job is the transformation.
Strategy and execution — no handoff
Most consultants split into two camps: strategy-only (here’s the plan, good luck) or execution-only (not senior enough to work at the strategy level). I do both. The plan gets implemented by the person who designed it. That’s what closes the gap between a good plan and a change that actually lands.
Absorbs the political and emotional labor of change
I do the listening tour. I talk to 20+ people across the org in the first few weeks, make them feel heard, and design the change to include rather than impose. The team experiences the transformation as something happening with them, not to them. This is work that an internal leader cannot do cleanly. They carry their own political stake in the outcome.
The CPO stays in the loop without carrying the weight
Clients always know where things stand. My communication style is described as therapeutic: talking it through helps senior leaders feel connected to and heard in the work, without having to run it themselves.
External neutrality
No political stake. I can name things that internal leaders can’t, navigate tensions that would be too costly for an insider to surface, and make recommendations that aren’t shaped by what’s politically safe.
Jenny has been a driving force for positive change at the Linux Foundation. Since she began consulting with us as a product management leader, she has demonstrated a deep understanding of our product and its needs, translating complex challenges into clear, actionable plans. She is a trusted and respected team member, fostering a culture of collaboration and inclusivity. She has meaningfully improved how we work as a product organization quickly, and I am so glad we brought her in.
Nirav Patel
CTO | The Linux Foundation
Case study: IT certification company post-acquisition
An IT training and certification company had just acquired a competitor, growing its product team by 120% almost overnight. PM responsibility was scattered across three separate areas with no operational center of gravity. Nobody could name the cause precisely. They just knew something wasn’t working.
Over the course of the engagement: 22 interviews, 64 survey respondents, and three co-creation workshops where the team itself designed the solutions. PM roles and reporting structures were redesigned. Playbooks were rebuilt. The change management strategy came directly from what employees said in the discovery process (they shaped the change they’d be asked to adopt).
The result: teams that had been operating in silos started pulling in the same direction. The change stuck because the people most affected by it had built it.
How an engagement works
Every engagement starts with a diagnostic. I talk to people across the org (leadership, PMs, cross-functional partners) and figure out what’s actually going on: where collaboration has broken down, where work is disappearing into the gaps, and why everyone isn’t pulling in the same direction. The diagnostic usually surfaces something different from what the org thought the problem was.
From there, we identify the 1–2 changes most likely to make a real difference. Not a list of improvements, but the specific interventions that will shift how the team operates. I build the operating model alongside the people who will live in it. That’s what makes the change theirs.
I stay embedded through execution and long enough to make sure it lands. The minimum engagement is 3 months; most run longer.
Working together
Engagements run on a monthly retainer with a 3-month minimum. Retainers are scoped per engagement (schedule a call to discuss).