I'M MARCOS,A PRODUCT LEADER BASED IN LONDON, SHIPPING WITHOUT BORDERS.
Product consulting and fractional product leadership, usually for teams somewhere between first traction and scale.
FROM 0 TO 1 TO +$2B.
Starting at research, through ideation and validation to launch to finally product-market fit, and from PMF to global scale. The strategy and execution changes. The principles not so much.
Generalist depth.
Not an oxymoron. Research, product strategy, operations, data, growth, measurement, growth. I work in systems and you will get the whole package, even if it goes beyond the JD.
A decade at Meta took me from sales to product, from machine learning, to business integrity, to commerce, to messaging, to VR, to wearables. I led major product launches: GDPR readiness, Political Ads, the EU Parliament Elections, and the first ML model for Commerce Solutions (which scaled to a $2B+ run rate). I was part of the first wave of WhatsApp exploration on wearables (do you remember Rayban Stories?) and emerging tech (metaverse explorations and beyond), managing teams and budgets along the way. Earlier: product marketing for advertisers in 128 countries across EMEA. Since leaving, I've run a portfolio: product consulting (including back at Meta on SMB Commerce and GenAI video), fractional/NED roles for startups and NGOs, and teaching AI applications at the London School of Public Relations. I also build. Pulp (redefining cinema), QueSitio (voice-built websites for LatAm entrepreneurs), Its A Jug (climbing safety), Mog (consumer) and Squared Coaching (a passion venture where every coaching engagement funds one for someone starting out in their careers). I am now building and advising, while scoping my next full-time role. Always happy to connect.
Five³
Five principles, five don'ts, five worked examples of what I think every product leader should embrace. Here are the first two:
- 01
Ground your strategy
Many product leaders still confuse vision with strategy. You want to find a hidden treasure — that is the vision. Strategy is drawing the map and deciding which paths are worth walking. A poor understanding of the problem space translates into an incredibly vague strategy.
- 02
Agility as a creed
Agile to research, agile to build, agile to pivot, agile to sunset. Adapting quickly to the market, the technology or the customer means being willing to pivot, and not getting hung up on what you have already made.
The rest is a conversation
Systems thinking, cultivating discomfort, anti-fragile teams, the five ways leaders get this wrong, and five teardowns of launches that cost real money at a company you have heard of. I would rather walk you through it than have you skim it.