Let's turn ambiguity into shipped product.

My work sits at the intersection of strategy, engineering, and delivery — turning ambiguous business goals into governed backlogs, working products, and outcomes stakeholders can trust.

Over 15+ years I've operated in lean environments: 4–5 person engineering teams, matrixed stakeholder groups, and executive leadership that needs product decisions communicated with clarity. That shaped how I work — structured execution frameworks, clean acceptance criteria, and lifecycle governance that reduces ambiguity without adding overhead.

More recently, I've been building around AI-augmented delivery — designing workflows where autonomous agents contribute to shipped code under documented human product oversight. That's the discipline that makes projects like Arc Katalyst possible on a lean team, and the same governance model I applied on client work with the apparel e-commerce platform.

How I work

• I own the full product lifecycle, not just the backlog.
• Structured governance isn't overhead — it's how ambiguity gets managed.
• Small teams (4–5 engineers) are where I do my best work.
• I translate between executives, engineers, and business stakeholders — three groups that don't share vocabulary.
• AI-augmented delivery is a workflow I've built and shipped, not a buzzword.

Get in touch

Currently open to senior Product Owner roles. Reach me at perry@perrywolfe.com or on LinkedIn.