I started in Software Engineering and Quality Engineering, which taught me to understand products deeply: how users move through them, how systems behave, where complexity hides, and where things break.
That foundation shaped how I approach product today. I focus on understanding the real problem, defining the right product direction, structuring workflows, aligning stakeholders, prioritising what matters, and turning ambiguity into something teams can build.
I don’t treat product as a list of features. I look at the whole system, the decisions behind it, and the outcome it needs to create.
01
Product Strategy
Defining direction, priorities, and product decisions around real user and business problems.
02
Product Discovery
Understanding the problem before committing to the solution.
03
Product Systems
Designing workflows, rules, dependencies, and experiences that work together coherently.
04
Product Delivery
Turning product direction into clear execution across engineering, QA, and stakeholders.
Experience
From engineering foundations to product leadership.
Full-time · 2024-Present · New York, United States · Remote
Product Owner (Product Manager Responsibilities)
Operate as a proxy to the SVP of Product, owning day-to-day product decisions, prioritization, and cross-team alignment across enterprise SaaS platforms.
Lead product design and solutioning for complex, workflow-driven systems, translating ambiguous business requirements into clear product flows, structured specifications, and interactive prototypes.
Drive backlog strategy, refinement, and prioritization, ensuring teams have well-defined user stories and acceptance criteria that support reliable, scalable delivery.
Create detailed workflows, diagrams, and prototypes to reduce ambiguity, accelerate alignment, and improve product understanding across engineering, QA, and stakeholders.
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Lead execution across multiple cross-functional teams, managing dependencies and maintaining momentum across shared enterprise platforms.
Design and maintain end-to-end workflow models to support enterprise-scale systems and enable model-based development and testing.
Partner closely with engineering and QA to validate functionality, data integrity, and end-to-end behavior prior to release.
Facilitate product demos, stakeholder reviews, and internal enablement sessions to support adoption, alignment, and release readiness.
Apply strong techno-functional expertise to bridge business needs with technical execution and adapt quickly across new systems, tools, and product domains.
Contribute to release communication, product training, and internal support readiness, helping expand product understanding beyond the development team.
Enterprise SaaS for brand protection, rights management, and content compliance
The hard part Making shared platform capabilities coherent across products that each wanted them shaped their own way.
FADEL’s cloud platform supporting the full asset lifecycle, from creation to distribution and monitoring. Core areas include talent and agreement management, asset rights management, rights clearance, content tracking across social and e-commerce platforms, workflow automation, takedowns, renewals, analytics, and reporting.
Contribution Contributed to product strategy, workflow design, backlog prioritisation, requirements definition, and cross-functional alignment across shared enterprise capabilities.
The hard part One core product, many banks and regulators, each with its own rules, formats, and rollout.
An end-to-end secure platform helping financial institutions replace traditional paper cheque processing with electronic workflows.
Contribution Contributed across requirements analysis, system enhancements, testing strategy, process improvements, UX updates, security remediation, browser upgrades, integrations, reporting, and multi-bank implementations across Jordan, the UAE, Bahrain, Qatar, Palestine, and Seychelles.
The hard part Holding web, iOS, and Android to one experience while each shipped on its own cadence.
A customer-facing marketplace ecosystem across web, iOS, and Android.
Contribution Contributed to platform quality, release readiness, user-experience improvements, API testing, security and compatibility validation, localisation, and cross-platform consistency.
International Institute of Business Analysis (IIBA®), Member
Scrum.org, Member
International Software Testing Qualifications Board, Member
Quality Engineers Alliance, Founder
Tools & Ways of Working
How I work, not just what I use.
I use tools as accelerators, not as the process. My focus is choosing the fastest way to understand, model, prototype, validate, and communicate a product decision.
Product Management & Modeling
Jira
Confluence
Draw.io
Product workflow modeling
Requirements modeling
Process mapping
Prototyping
AI & Product Building
ChatGPT
Claude
Claude Code
Claude Design
Codex
Cursor
Gemini
Google AI Studio
Used for rapid prototyping, product exploration, research, requirement shaping, workflow design, documentation, test scenarios, idea validation, and accelerating delivery.
Product & Quality
TestRail
Postman
API validation
Acceptance criteria
Test strategy
Release validation
Engineering Collaboration
Git
GitHub
GitLab
Azure DevOps
Docker
Data & Systems
SQL
MySQL
PostgreSQL
Team Collaboration
Slack
Microsoft Teams
Google Meet
Zoom
Trello
Thinking
How I think about product.
01
Clarity beats complexity
Complex products require clear thinking, structured communication, and simple decisions. My role is often to reduce ambiguity and help teams focus on what matters most.
02
Outcomes over activity
Shipping features matters, but meaningful outcomes create value. I focus on connecting product decisions to real user and business impact.
03
People make frameworks work
Workflows and methodologies exist to support people, not the other way around. Great products are built through trust, collaboration, and shared understanding.
04
Strategy must become execution
Vision alone is not enough. Strong product leadership translates strategy into priorities, roadmaps, decisions, and delivery.
How I lead
Leadership & Scrum
I lead by creating clarity, ownership, and momentum, then getting out of the way so the team isn’t waiting on me for every answer.
How I run teams
Clear ownership: Everyone understands what they own, what decisions they can make, and where escalation is needed.
Context over instructions: I explain the business problem, outcome, and constraints so the team can contribute to the solution.
Early risk identification: Technical, QA, and operational concerns surface before they become release problems.
Direct communication: I would rather deal with an uncomfortable fact today than an avoidable incident later.
Scrum & Agile experience
I have operated as a Scrum Master, Product Owner, Business Analyst, QA Lead, and Product Management proxy. I facilitate planning, refinement, prioritization, and retrospectives, and work with engineering and QA to keep requirements testable and dependencies visible.
Give people clarity, context, and ownership, then remove the obstacles that stop them from doing their best work.
The work isn’t picking features. It’s removing enough ambiguity that the right ones become obvious.
An engineer who learned to see the whole system, then learned to lead people through it.
Work With Me
How we can work together.
Beyond full-time roles, I take on a small number of engagements: shaping a product, pressure-testing an idea, or building the team and process around it. Pick the situation closest to yours.
Choose the situation closest to yours
How I’d approach it
One lane: a single combined review, one decision gate with a named owner, then publish. The duplicate sign-off is gone.
Whether you are exploring product strategy, enterprise SaaS, AI-driven systems, workflow automation, or product leadership opportunities, I would be happy to connect.
If you are hiring a Product Owner or PM for an ambiguous enterprise problem, that is exactly the work I want. Tell me about it.
