Most IT projects don't fail because of bad code. They fail because no one on the client's side had the technical fluency to see it coming.

I've spent 8 years inside IT as a business analyst and product owner — across AI products, logistics, fintech, and B2B SaaS. I've sat on both sides of the table: negotiating with vendors, owning product backlogs, running discovery, building teams from scratch.

My original training was in safety-critical systems — Air Traffic Control, where unclear requirements don't produce bad UX, they produce accidents. That discipline carries into everything I do with products now.

I'm currently CEO and Chief Product Officer at TreximAI, a B2B AI logistics platform — banking, fuel retail, insurance, e-signature. I built the team and the product from zero, secured six-figure development capital, and negotiated agreements with incumbents across regulated sectors.

That experience isn't a line on a CV — it's the reason I understand how IT projects actually behave under pressure. Not from books and not from slides — from practice, where the cost of being wrong is real.

Consultants advise. I take ownership of the outcome.

Concretely: I read vendor contracts and tell you which clauses will cost you in month three. I run structured discovery so you're not building the wrong thing. I sit on demos and ask the technical questions you don't yet know to ask. I review estimates and spot the assumptions that turn a $40K project into a $70K one.

When something goes wrong, I'm the person who says "here's exactly what broke and here's the fix order" — not "let me introduce you to another consultant."

I'm not a technical architect. I won't write your code. But I will make sure the people writing it are accountable to your interests, not theirs.

Three ways we work together.

Discovery comes first, always. A 30-minute conversation to understand your situation. If I'm not the right fit, I'll say so — and usually recommend who is.

1. A

   Solo advisory.

   I work directly with you: reviewing deliverables, joining key calls, providing structured oversight of your vendor or in-house team. You keep control of your team; I'm the experienced voice in the room on your side.

2. B

   Full delivery with my network.

   For founders who want one accountable contract — one person responsible from brief to working product. I coordinate a tight, tested network of engineers, designers, and QA specialists. One point of contact, one contract, clear milestones with fixed pricing.

3. C

   Discovery and handoff.

   We validate what you're building, produce a complete product brief and scoped requirements, and I help you find and brief the right vendor. You own the result. I help you start right, not stay forever.

Pricing is fixed and agreed before work starts. No hourly billing.

Why this is a different level of work than five years ago.

Ascend Griffin launched in April 2026. It's a new form for the work, but not new work — 8 years of business analysis and product ownership are underneath. What changed is the tooling and the engagement model.

AI tools changed the depth of what's possible. Reading a 50-page vendor proposal — an hour now, not two days. Discovery with a client — deeper, because the AI agent keeps the full context. Documentation — generated, I just validate. The same instinct from 8 years of practice applies significantly deeper, faster, and at lower cost than it used to.

A different engagement model. I work directly with the person who actually has a stake in the outcome — not with hours, not with process, not with internal agency politics. That's a different contract than what a typical IT-partner relationship offers.

The illustrative patterns below describe the kinds of situations I work on — real problem types, not invented for the page. They're honest about what they are: composites, not client testimonials.

Four kinds of founders I read for.

Some questions aren't my strongest read.

A short, honest map of when a different conversation will serve you better:

• → Pitch deck or fundraising help. A separate craft with its own specialists. I can point you to people who do this better than I would.
• → Recruiting your team. I'm not a headhunter. I can help you scope who you're looking for and how to interview them — but the actual hiring process belongs with others.
• → Pure technical architecture without a business angle. If the question is only about tech stack, there are architects who'll go deeper than I would.