I've been exactly where you are, and I didn't know the answer either

I run product. Currently as a fractional CPO, previously as a full-time one, and before that as the person who wrote the specs and also deployed them because there was nobody else.

The range matters more than the titles. I have shipped in a two-person startup where the roadmap was a text file, in a LatAm scale-up going from 40 to 400 people in eighteen months, and inside a big-tech platform org where a single API deprecation took four quarters and touched eleven teams. The instincts those environments taught me contradict each other constantly. That contradiction is the subject of this site.

Most product writing is a thesis with a story attached to it. I want the opposite: the situation, in order, including the part where my first read was wrong, and then one clean sentence about the mechanism that survived.

Readers aren't hiring the person who was always right. They're hiring the person who can be trusted to navigate not-knowing. That is the actual job of a CPO, and it is the only thing I know how to demonstrate in public.

Bogota, mostly. Working across LatAm, the US, and Europe, which means half my career has been spent translating disagreement between cultures that price it very differently. Most pieces are in English. Some are in Spanish, on purpose, because the audience for them is Spanish-speaking and translating them would flatten the point.

Product org design, pricing and packaging decisions, distributed team operating models, and the specific conversation where a founder hands product to someone else. I am less useful on consumer growth, and I will say so.

What I'm working on right now is kept current, and the ethics statement covers how sponsorship, advising, and investments get disclosed.