Fractional Chief Product Officer (CPO) | Advising MDs, CEOs & Tech Founders on Growth

Helping Businesses Shape Strategy, Deliver Innovation, and Build Real Growth

Markets shift. Technology evolves. Customer expectations rise. The businesses that succeed are the ones that respond deliberately, make smart bets, and lead with clarity.

In recent years, I have focused my work on helping businesses tackle complex challenges, identify new opportunities, and build long-term value through practical, sustainable change.

With a background spanning product development and marketing, I work where strategy, operations, and technology meet — translating ideas into scalable, commercially viable outcomes. My focus is always on real-world execution: making sure businesses not only plan well but deliver better.

Business Strategy and Growth. I work with organisations to rethink their products, services, and operating models. From market entry strategies to workflow redesign, I help teams uncover new opportunities, simplify complexity, and set a path for profitable growth.

Brand and Market Development. Building a strong brand isn’t about noise — it’s about relevance. I help businesses sharpen their positioning, strengthen their messaging, and align with the changing expectations of customers, investors, and markets. The outcome is better engagement, stronger loyalty, and clearer differentiation.

Leadership, Governance, and Operational Focus. Good ideas fail without good execution. I advise organisations on governance frameworks, operational best practices, and leadership structures that build trust, resilience, and readiness for future demands.

Business transformation isn’t a one-off project. It’s an ongoing process — one that rewards clear thinking, Strong delivery, and the willingness to adapt. My role is to help businesses cut through the noise, focus on what matters, and move forward with confidence.

If your business is preparing for its next chapter, I’d welcome a conversation.

Gary Pine

Charlie Serotoff

VP of Product Management ⬥ AI, Fintech, SAAS, Search & Mobile ⬥ Proficient in driving revenue growth, scaling & efficiency.

𝐈 𝐛𝐮𝐢𝐥𝐝 𝐡𝐢𝐠𝐡-𝐢𝐦𝐩𝐚𝐜𝐭 𝐩𝐫𝐨𝐝𝐮𝐜𝐭 𝐩𝐥𝐚𝐭𝐟𝐨𝐫𝐦𝐬 𝐭𝐡𝐚𝐭 𝐬𝐜𝐚𝐥𝐞, 𝐠𝐫𝐨𝐰 𝐫𝐞𝐯𝐞𝐧𝐮𝐞, 𝐚𝐧𝐝 𝐦𝐚𝐤𝐞 𝐥𝐢𝐟𝐞 𝐞𝐚𝐬𝐢𝐞𝐫 𝐟𝐨𝐫 𝐮𝐬𝐞𝐫𝐬.

I've built AI products at enterprise scale across three critical areas: 𝗚𝗲𝗻𝗲𝗿𝗮𝘁𝗶𝘃𝗲 𝗔𝗜 for personalized customer experiences that lift conversion, 𝗔𝗴𝗲𝗻𝘁𝗶𝗰 𝗔𝗜 to automate high-volume workflows, and 𝗔𝗜-𝗻𝗮𝘁𝗶𝘃𝗲 𝗱𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 practices that accelerate team velocity. 

• Over $100M in revenue impact through product led growth, pricing, and AI driven product work
• 4-week idea-to-production cycle for AI features (down from 3 months)
• 80% faster workflows and 25% cost reduction from AI-powered underwriting automation
• 3x customer engagement from improved discovery and product experiences
• 35% conversion lift from redesigned user journeys
• Led platform consolidation unifying 15 systems across 10 business units
• Built 0-to-1 SaaS platform generating $8M first-year revenue

𝐒𝐩𝐞𝐜𝐢𝐚𝐥𝐭𝐢𝐞𝐬 & 𝐒𝐭𝐫𝐞𝐧𝐠𝐭𝐡𝐬

• 𝐀𝐈 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐲 & 𝐏𝐫𝐨𝐝𝐮𝐜𝐭 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧: I don’t just plug in AI for the sake of it—I use LLMs, GPT, and predictive models to automate decisions, personalize experiences, and drive measurable lifts in speed, accuracy, and engagement.

• 𝐁𝐮𝐢𝐥𝐝𝐢𝐧𝐠 𝐇𝐢𝐠𝐡-𝐏𝐞𝐫𝐟𝐨𝐫𝐦𝐢𝐧𝐠 𝐓𝐞𝐚𝐦𝐬: I’ve built orgs that move fast, stay aligned, and deliver. The result? Faster cycle times, stronger execution, and happier teams that stick around.

• 𝐃𝐫𝐢𝐯𝐢𝐧𝐠 𝐀𝐥𝐢𝐠𝐧𝐦𝐞𝐧𝐭 𝐚𝐭 𝐒𝐜𝐚𝐥𝐞: I bring execs, engineers, and operators onto the same page—so we ship the right things, in the right order, and get credit for it.

I focus on using AI to solve complex problems, modernize platforms, and drive clear business results. I take disconnected systems, manual workflows, and legacy tools and turn them into scalable products, with AI built in for smarter decisions, faster execution, and better customer and associate experiences.

Is your PM underperforming, or are you under-managing?

Three PMs were labeled 'underperformers' on my first day. My boss wanted all of them gone.

I didn't let go any of them. Not immediately.

Instead, I asked: had anyone actually managed them?

Turns out no. They'd never received real feedback. No one taught them how to write requirements or connect their work to business outcomes. 

There were all these expectations of them never communicated explicitly. 

So I built what should have existed: coaching sessions, templates, peer reviews, 1:1s. One rule: explain the why behind every ticket, not just the what.

Two turned it around within weeks. The structure was all they needed.

The third didn't make it. Same investment, same tools, but couldn't move from order-taker to problem-solver.

Here's what stuck with me: we almost fired three people for a management failure, not a performance failure.

Before you label someone an underperformer, ask if you've given them the tools to perform. Most "low performers" are just operating in low-performance systems.

The fastest way to improve your team isn't always hiring better. Sometimes it's just managing better.

Senior Director/VP of Product Management | AI Native, Customer-Obsessed, Driving $100M+ in Revenue Impact, Product-Led Growth | Financial Services | Ex Capital One

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Gary Pine

Charlie Serotoff

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The Battle

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Charlie Serotoff's LinkedIn Performance

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