The journey so far
Chief Product Officer · Singapore / Southeast Asia · Global perspective
Finding the customer problem worth building for.
I lead product organisations at the intersection of customer problems, business ambition and technical possibility.
12 M
Active customers
Across four product lines
+46
Net Promoter Score gain
After a discovery-led redesign
3
Products to $100 M ARR
From zero, in five years
70%
Roadmap retired
To focus on what customers valued
The compass
Product leadership is a discipline of choosing. I connect customer evidence with commercial judgement and technical possibility, so teams understand why an investment matters and what would cause us to change direction.
The route
Waypoint 01 · 2008 — 2013
Kestrel Systems
Launched the company's first SaaS product and learned to measure outcomes rather than output.
Waypoint 02 · 2013 — 2018
Lumen Payments
Built the self-serve onboarding that tripled small-business adoption.
Waypoint 03 · 2016 — 2020
Fairhaven Holdings
Led product teams across discovery, launch and adoption.
Waypoint 04 · 2020 — Present
Aldermoor Group
Leading product strategy, portfolio priorities and the operating model for discovery and delivery.
Expeditions
01
The product portfolio had become a collection of commitments without a shared view of customer value. I worked with commercial and engineering leaders to identify the problems each initiative addressed, the evidence behind them and the capacity required. We reduced competing priorities and gave each remaining investment an explicit learning objective.
02
A proposed feature had strong internal support but an unclear user problem. We ran a focused discovery programme with customers, observed the work surrounding the request and tested a smaller proposition. The findings changed both the product scope and the way the team described the value to customers.
03
A launch met its delivery milestone but required a clearer path to adoption. I brought product, customer success and sales into a common review of onboarding friction, usage signals and customer expectations. Product decisions were then informed by the whole customer journey rather than release completion alone.
Terrain
Languages
Harbours
Non-Executive Director
Product & Customer (Chair)
2023 — Present
Advisory Board Member
Accessibility Standards
2021 — Present
Fellow travellers
Gave the whole company a shared definition of what customers actually need.
Says no with more clarity and kindness than anyone I know.
Dispatches
A feature list tells a team what has been requested, but not why one investment matters more than another.
Read the essayCustomer interviews and experiments should answer a question that matters to an investment.
Read the essayShipping a product moves the work into the customer's environment, where onboarding, expectations and existing habits shape its value.
Read the essayRecognition
Coverage
The Product Leaders Forum · 2025
“Retiring 70% of the roadmap was the best decision we made”
The Technology Leaders Review · 2024
“Discovery as a leadership habit”
The Leadership Ledger podcast · 2024
“Episode 125 — The problem worth solving”
An invitation
For board, advisory and leadership conversations where product strategy matters.
office@dineshteo.example