From Job Description to Product Vision in 48 Hours
Recently, I was applying for a product experience leadership role at Wyze, but the job description left an interesting question unanswered: what exactly did the company need? A product leader? A design-savvy product thinker? Someone equally comfortable with experience strategy, emerging technology, and hands-on execution? Rather than trying to explain which version of that person I might be, I decided to show them.
I treated the hiring process as a live product challenge. Starting with the job description, I combined a recent Wall Street Journal article about Wyze, the company’s existing products and web experience, customer commentary, competitor research, and other publicly available material. Together, those inputs revealed both the company’s immediate challenges and a larger opportunity: moving from smart-home devices that detect isolated activity to a home capable of understanding what is happening across devices.
Everything is storytelling
Wyze already uses computer vision to recognize people, pets, packages, and other events. But recognition is not the same as understanding. The more compelling question was what might happen if observations from multiple cameras, sensors, devices, and moments in time could be connected into a coherent story. Instead of telling a customer that motion occurred, Wyze could explain what happened. Instead of making someone search through recordings, it could answer a simple question such as, “Where is my dog?”
From that thesis, I created a PR/FAQ to articulate the customer promise and pressure-test the idea before designing it. I then developed a strategy deck connecting the experience to customer needs, Wyze’s business model, technical feasibility, trust, and potential subscription value. The work transformed scattered public signals into a focused product narrative that executives could evaluate, debate, and potentially act upon.
Going above and beyond: Making it (feel) real.
I did not stop at strategy. I was going to build a prototype. I wrote a detailed PRD defining the experience, states, content, motion, and two core scenarios, and distilled everything into a carefully crafted “super prompt” for Lovable. To ensure the prototype would be on-brand, I captured screenshots of Wyze’s existing products and web portal, studied its visual language, and translated those references into a design.md file that gave the AI clear direction on layout, color, typography, iconography, tone, and interaction patterns.
The build produced a robust interactive prototype demonstrating a podcast-style morning digest and a conversational search experience that assembled evidence across multiple cameras to locate a pet, while retaining continuity with Wyze’s existing ecosystem and showing how it could become more elegant, useful, proactive, and human.
This is “how I AI”
The entire process took roughly a day or two. AI accelerated research synthesis, scenario development, writing, prototyping, asset creation, and iteration, but it did not replace product judgment. The essential work was still determining which signals mattered, identifying the most valuable opportunity, connecting customer utility to business strategy, and building something tangible enough for people to experience rather than merely discuss.
This is what AI-native product work looks like to me. It is not asking a model to generate a few screens or summarize a document. It is using AI throughout the arc of the work, from ambiguity to insight, from insight to strategy, and from strategy to a credible product experience.
Executive mind, designer heart, builder hands.
This is what I do. I frame the business problem, shape the strategy, design the experience, and build enough of the future to make it real. But not just as an individual contributor. My years of people management expertise also make me a force multiplier. I can help companies and teams struggling to build in this new era.
If you need help, reach out. I’d love to discuss how I can help you make this kind of progress, too.