Context
As co-founder and Head of Product at Edda, my role went far beyond interface design. I was responsible for strategic product vision, prioritization in an environment where everything seemed urgent, alignment between stakeholders with sometimes divergent interests, and building a product culture that would allow the team to scale.
This leadership challenge intensified as we grew from 5 to 30+ people, from 10 clients to 140+ funds across 40 countries managing $170B in assets, and from a simple product to a complex multi-platform ecosystem serving multiple and sometimes contradictory use cases.
Problem & objectives
The challenges were multiple and interconnected: How to prioritize between features requested by our biggest clients and those that would attract new segments? How to maintain a coherent vision when demands pulled the product in ten different directions? How to build the right feature the first time when each iteration costs weeks of development?
More fundamentally: How to create a scalable product process? How to move from an ad-hoc approach where I designed everything myself to an organization where multiple designers and PMs can work in parallel without fragmenting the experience?
My leadership objectives:
Develop a clear product vision that guides decisions even in my absence
Create a data-driven prioritization framework that reduces sterile debates
Build an autonomous product team capable of making quality decisions
Establish processes that maintain velocity while ensuring quality
Product suite architecture
Dealflow Management
The deal pipeline engine where investment opportunities are sourced, evaluated, and progressed through customizable stages. This product handles everything from initial contact to committee approval: deal cards with rich context, customizable pipeline stages, document management, team collaboration, scoring frameworks, and IC preparation tools. The challenge was designing a system flexible enough to accommodate wildly different investment processes; from a 3-stage seed fund to a 12-stage growth equity process; while keeping the interface intuitive.
Portfolio Management
The investment tracking and performance analysis platform that becomes active post-investment. It manages portfolio company data, financial metrics over time, valuations and markups/markdowns, board meeting preparation, reporting cycles, and fund-level analytics including IRR, MOIC, and DPI calculations. The product needed to handle both the granular (individual company metrics) and the aggregate (fund performance), with the complexity of different share classes, liquidation preferences, and exit scenarios.
CRM System
The relationship intelligence layer that connects people, companies, and deals. Unlike generic CRMs, ours understands the venture capital context: founders, co-investors, advisors, LPs, and service providers each have unique relationship patterns. The system automatically enriches contact profiles, tracks interaction history, suggests warm introduction paths, and surfaces relationship insights when they matter most; like when a new deal arrives from a founder your team met two years ago.
LP Portal
The external-facing platform where Limited Partners access fund performance, portfolio updates, and quarterly reports. This product required a completely different design philosophy: while the main platform optimizes for power users who live in the system daily, the Portal needed to be immediately understandable for LPs who might log in quarterly. We built white-label capabilities allowing each fund to brand their portal, customizable permissions for different LP tiers, and automated report generation tied to the Portfolio product's data.
Admin Suite: multi-tenant control center
As we scaled to 140+ funds, each with different structures, workflows, and requirements, we needed a sophisticated admin layer that didn't exist in our early days. We designed and built a comprehensive admin suite that gives fund administrators control over their instance while maintaining platform-wide consistency.
This system manages user permissions across the entire suite (who can see deals vs. portfolio vs. financials), customizable deal stages and fields for Dealflow, investment types and metrics for Portfolio, team structure and roles, integration settings, and data import/export workflows. The design challenge was creating an admin experience powerful enough for complex configurations yet approachable enough that non-technical fund administrators could manage it independently.
Mobile application
Recognizing that investment decisions don't wait for investors to return to their desks, I co-led the development of native iOS and Android applications built in React Native. The mobile strategy wasn't to replicate the entire web platform but to identify and optimize for mobile-first use cases.
The app focuses on quick access to critical information (deal details before a pitch meeting, portfolio metrics during a founder call), note-taking and action items immediately after meetings, document scanning and upload, and notifications for time-sensitive events. The technical architecture shares API endpoints with the web platform but with mobile-optimized payloads and offline-first data synchronization, ensuring the app remains functional even with poor connectivity; critical for investors constantly traveling between conferences and meetings.
Email plugins (Gmail & Outlook)
Email remains the primary communication channel in venture capital, with deal flows, founder updates, and DD materials flooding investor inboxes. Rather than fighting this reality, we built directly into it with Gmail and Outlook plugins that bring Edda's intelligence into the inbox.
When an investor receives an email from a founder, the plugin automatically surfaces relevant context in a sidebar: active deals with this company, past interactions, team notes, related contacts in their network. Users can create deals, log interactions, or save attachments to the appropriate deal room; all without leaving their email client. This contextual integration transformed how teams capture and leverage their communication data, dramatically reducing the manual work of updating systems after every significant email exchange.
Technical architecture & integration strategy
Building a cohesive multi-platform suite required careful architectural decisions that balanced independence with integration. Each platform (web, mobile, email plugins) operates as a distinct application with its own codebase and deployment pipeline, but they all communicate through a unified API layer and share a common design system.
The Laravel backend serves as the single source of truth, exposing RESTful APIs that all clients consume. The Vue.js web applications, React Native mobile apps, and email plugins all speak the same API language, ensuring data consistency across platforms. This architecture allowed us to ship features to web first, then progressively roll them out to mobile and plugins, without blocking progress on any single platform.
From a product perspective, my focus was ensuring that despite this technical complexity, users perceived Edda as a single, coherent product. A deal created via email plugin appears instantly in the web app. A note added on mobile syncs seamlessly to desktop. Portfolio updates trigger notifications across all platforms. This invisible orchestration required constant attention to edge cases, conflict resolution, and cross-platform consistency.
Solution description
Product Strategy & Vision
We developed a product vision document that clearly articulates where we want to be in 3 years and why. This document wasn't a feature list, but a description of the problem we solve, for whom, and how we differentiate from competition.
This vision was broken down into product principles: 'Data integrity over feature velocity', 'Flexible but not complex', 'Beautiful and professional'. These principles guided every design decision and allowed the team to resolve trade-offs without my intervention.
Prioritization Framework
We created a multi-criteria prioritization framework: Potential Impact (how many users benefit), Strategic alignment (does it bring us closer to the vision?), Estimated Effort (in engineering weeks), Risk (technical and market). Each feature was scored on these dimensions.
This transformed our product planning meetings: instead of emotional debates, we had factual discussions about scores. High-impact, low-effort, strategically aligned features naturally rose to the top of the roadmap.
Cross-Functional Collaboration
We established rituals that synchronize Product, Design, and Engineering without creating meeting overhead. Weekly product reviews where we show designs in progress and get technical feedback early. Bi-weekly planning where Engineering shares technical constraints before we commit to deadlines. Monthly strategy sessions where we zoom out on the quarterly roadmap.
The key was creating structured moments of alignment while leaving teams autonomous between these moments. We don't micromanage, but we ensure everyone's rowing in the same direction.
Data & feedback loops
Integrated product analytics and structured user feedback (Support, CSMs, enterprise clients) into prioritization and iteration cycles.
Led quarterly performance reviews to assess outcomes, recalibrate priorities, and improve delivery predictability.
Key results
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