About
Product leader. Strategic operator. Founder-minded.
I am a product leader with more than a decade of experience building and scaling digital products across fintech, payments, and health tech. My work sits at the intersection of product strategy, execution, and systems thinking — with a growing focus on AI-enabled ways of working that make teams faster, sharper, and less dependent on manual overhead.
I am currently Head of Product at Eleos Life, a B2B2C embedded insurance platform based in Portugal.
Career arc
I started with a dual foundation in Electronic Engineering and Management, which still shapes how I approach product work today: analytical enough to understand systems deeply, but commercially grounded enough to focus on what actually matters.
Early in my career, I worked in healthcare and then moved into payments and risk at JumiaPay, where I worked on a real-time risk engine, PCI DSS certification, QA foundations, and core payment capabilities across a multi-market environment. It was a formative period in learning how to operate in complex, high-stakes systems.
A major step in my career came at Farfetch, where I led the FinTech and Checkout Platform. That role gave me broader scale, more strategic visibility, and exposure to platform thinking across payments, fraud, partner integrations, API-first design, and go-to-market execution. It was where I deepened the combination of product leadership, platform architecture thinking, and commercial impact.
From there, I moved into Eleos Life, first as Lead Product Manager and later as Head of Product, helping build the product function, improve conversion from 1% to 4.2%, strengthen the way product work was run day to day, and ship internal tooling that removed major recurring operational friction.
How I think
On product
Product is about choices, not backlog volume. The job is to understand the problem clearly enough that the next move becomes sharper — and then to execute it well enough that it actually works in the real world. Most product dysfunction comes from lack of clarity, not lack of ideas.
On systems
Systems matter as much as features. A strong feature inside a broken system degrades quickly. The most durable product work improves feedback loops, removes recurring friction, and makes the next decision easier than the last.
On AI
AI is most useful when it removes friction and improves decisions. In practice, that has meant building a more effective personal operating layer for product work, and creating internal tools that turn slow, manual processes into faster and more reliable ones.
On execution
Good teams need clarity, rhythm, and ownership. Execution is not just speed — it is about being honest about what you know, what you are testing, and what you are willing to change when reality proves you wrong.
Outside work
Outside work, I spend a lot of time around endurance sport — especially running, cycling, and long-term performance planning. In 2026, I am preparing for the Copenhagen Marathon in May, the Lisbon Half Ironman in October, and the Valencia Marathon in December. That mindset carries into my work: consistency over intensity, honest feedback loops, and a long-term view over shortcuts.
I also teach kickboxing and boxing on the side, which keeps me close to coaching, repetition, and the discipline of helping other people improve one step at a time.
Earlier in life, I was President of the Tuna de Engenharia da Universidade do Porto and was involved in student-led academic and cultural initiatives — experiences that taught me a lot about leadership, coordination, and earning trust from people who do not have to follow you.