Your CEO said it first. I'm the PM who gets the problem right before the team builds — and compresses discovery-to-delivery without the churn.
“Knowing what to build is now the highest-leverage step. The moat is execution speed. But speed without scoping discipline is just churn at a faster clip.”
Erad Fridman's June 2026 framing: the build-vs-buy calculus has flipped, knowing what to build is the highest-leverage human step, and execution speed is the moat— with the critical caveat that “speed without scoping discipline is just churn at a faster clip.” Jennifer Huang Gil built Fluxon's PM practice around the idea that the PM is the CEO of the product: set the vision, represent the user, ship results.
This page is built on those two ideas. Everything below maps a Senior PM's job at Fluxon to the exact strategic shift the founders are already betting on — and shows where I plug in.
“The PM is the CEO of the product: set the vision, represent the user, ship results.”
Bootstrapped since 2017 by ex-Google/Stripe leaders — growth has run on referrals, but the ground is moving.
AI is compressing the core product.
PoCs and MVPs that took quarters now take weeks. When falling build costs shrink billable hours, a build-shop has to climb the value chain — from building it to scoping what's worth building.
Client concentration is real.
Heavy reliance on marquee tech clients means demand is sensitive to their spending cycles — a dynamic Fluxon has felt before during economic tightening.
Scaling strains a craft culture.
A distributed, async, multi-time-zone model is a genuine edge, but reviews surface the cost: onboarding inconsistency, project-assignment opacity, and the "chaos of constant growth."
Canada is a lean, deliberate hub.
A remote, Toronto-centric product and senior-talent base — no country head, a flat founder-led org, and active North American hiring (down to the first Canadian talent partner).
Not just the product — the business itself.
With Anthropic/OpenAI tooling now woven through nearly all Fluxon work, the scarce skill isn't wiring a model — it's scoping AI features that survive contact with reality: evals, human-in-the-loop design, model-routing, and knowing when not to ship. A Senior PM who can govern that becomes a selling point on its own.
The market is shifting toward bespoke internal tools as building gets cheap (Retool's 2026 data: 78% of teams expect to build more custom internal tooling this year). Fluxon is positioned to own this — and it needs PMs who can scope internal-tooling and system-to-system workflows that replace bloated SaaS.
The new founder community is a thought-leadership flywheel. Treat it as a product: define its value loops, capture insight from AI projects, and feed it back into how Fluxon scopes and sells — turning community signal into roadmap.
Fluxon's case studies skew SaaS/fintech/AI. My nine years in manufacturing and GxP/ITIL-regulated pharma (Boehringer Ingelheim across six countries) open a credible path into industrial and regulated-enterprise clients — a less-contested, high-budget segment where "Google-caliber product rigor" is rare.
The one-line version
I'm an operations-and-digital-transformation PM who frames the right problem, ships fast without breaking quality, and turns single builds into lasting client relationships — which is the exact shape of the bet Fluxon's founders are already making.
Operations and digital transformation leader with 9 years driving measurable performance improvements across manufacturing, pharmaceutical, and technology sectors in six countries. MBA from Asia School of Business (in collaboration with MIT Sloan Management), where I served as Cohort President and Consulting Club Co-President.
I pair deep operational expertise with technology fluency — diagnosing process inefficiencies and delivering scalable solutions that move real metrics.
one to ONE Holdings (Daiwa Steel Tube)
Net Connect Global
Deloitte USI (client: Boehringer Ingelheim)