Independent product advisory for small and midsize businesses, without the cost of a full-time head of product.
Book a callYou bring the decision you're weighing. I bring the outside read and a recommendation you can act on.
You get a team that runs without you in the room. I coach each product manager on the fundamentals that build the skill to solve real customer problems.
See exactly what's included for each on the services page.
Bring the problem. Book a call and walk me through the team issue or decision you keep coming back to.
Get a straight read. I'll tell you whether this is advisory, coaching, or something I'm not the right person for. If it's the last one, I'll point you to someone I trust.
Start something scoped. If it's a fit, we agree on the engagement package before anything begins, so you know what you're getting.
Your team can make the call you would have made, and make it without you in the room.
Brady Fullmer, independent product advisor. I came into product management from the business side, spending years in healthcare operations and insurance before I ever built software. The uncommon path gave me something in product management that's hard to teach: I already understood how a business makes money and what customers will actually pay for.
“I’ve been working with Brady for over a year now and he is a product leader with deep passion to the profession and more importantly to his product users. As a leader he has the rare ability to combine top level strategic thinking and in-depth analysis and product work. Working with him will benefit any SMB”
“I’ve had the privilege of working with and learning about AI from Brady. He is an excellent fund of knowledge and really helped with developing a plan on safe use of AI in the context of medical practice. I highly recommend his services to anyone looking for a patient communicative expert in the field!”
Effective product management is knowing the right thing to build. Do that well, and your customers keep coming back for more. I help small and midsize businesses get there in two ways: advisory, where I give you a direct outside read on the product decisions you're weighing, and coaching, where I build your team's judgment on the fundamentals that decide whether their work lands. The areas below are where that work is focused.
The most expensive mistake a company makes is building something that nobody wanted. The skill is picking problems that are actually worth solving, then building something customers end up loving instead of merely tolerating. This is usually where the work starts.
Teams take ownership when leadership rewards good judgment over raw output. That shift takes deliberate work, and it usually starts with what gets recognized in a review. I help you build that kind of leadership, so the business keeps moving when you're not in the room.
Buying AI tools changes very little on its own. The value comes from building it into the daily workflow, so repetitive work clears fast and your team spends its hours on decisions. I help you decide where AI belongs, and what to build first.
A three-person team, run this way, delivers the output of a thirty-person team.These are the areas I work in. The services page shows how each engagement is scoped.
A working product beats an elegant one. If the people it's for can't use it, the rest doesn't matter.
If you need a glossary to follow your own product team, the communication is broken. That's fixable, and it's not the business owner's fault.
A product team that is constantly putting out fires is not productive. I find the root cause of the issue and build a system to prevent it from happening again. This allows more time to build better products.
I use this every day inside my own product organization. Within five months it cut cost per unit delivered by 40% and lifted velocity by 50%. The numbers were the easy part to measure. What mattered more was that the team finally had shared language for how we work, and people started leveling each other up without being asked. It's also the clearest example I have of where AI actually helps a product team, and that's the question most advisory conversations open with.
We stopped grading the team on feature throughput and started grading on product sense, communication, and leadership. It reads soft on paper. Sprint churn fell more than 15% within months. When AI changed what a shipped ticket was worth, the team that had invested in judgment was the one still standing.
Bring me a product problem you've been going in circles on. Deciding these alone is usually what keeps them circling, and that's the quickest part to change. Grab time on my calendar.
Book a callFor a shorter place to start, take the four fundamentals score and see where the gap is.