I build products that make complex technology useful.

The problem

Global markets, unequal access

The U.S. stock market has created enormous wealth, but access to it still depends heavily on where you live. A young developer in Lagos, Nairobi or Jakarta can build for the global economy while facing barriers to participating in its equity markets.

Residency restrictions, banking requirements, cross-border transfers and fragmented broker infrastructure create friction. Timely market intelligence adds another gap between individual traders and institutions.

The product thesis

Access to U.S. equities should not depend on having a U.S. bank or brokerage account. Lume uses tokenized assets and Solana rails to bring market access, trading and intelligence into a wallet-based experience.

What I led

I connected product strategy, roadmap execution and growth across onboarding, funding, trading and withdrawals. I directly managed product managers and used Mixpanel funnels and behavioral cohorts to guide iteration.

Localized go-to-market

I launched India-focused and Nigeria-focused GTM through Lume India and Lume Nigeria, adapting the experience and positioning to local users. The localized journeys address onboarding, funding, withdrawals and local currency context.

Building for sustainable growth

I tied referral eligibility to funding and trading, introduced net deposit caps and delayed-settlement escrow to address reward farming, and made funding and withdrawal reliability prerequisites for a major acquisition campaign. I worked with counsel on KYC/AML, licensing exposure and jurisdictional access.

The problem

Sharing information without exposing it

People and organizations need to share mission-critical information in a connected world while protecting sensitive data. Midnight’s goal was to make data-protection blockchain technology accessible, supporting transactions and participation with greater control over personal information.

My role

Product ownership across four areas

As Senior Product Owner at IOHK, I owned four product areas for Midnight. My scope connected the wallet and private DAO experiences with the indexing infrastructure and blockchain stack beneath them.

Midnight Wallet

I owned development of a private wallet designed to help Midnight users protect sensitive information during cryptocurrency transactions. The approach centered on zero-knowledge proofs (ZKPs), making privacy part of the transaction experience.

Midnight DAO

I owned development of a private DAO covering transactions and organizational decision-making. The product applied zero-knowledge proofs to help protect participants’ identities and personal information as they took part in governance.

Pub-Sub Indexer

I owned the Pub-Sub Indexer, a publish-subscribe product tailored to blockchain transactions and events related to zero-knowledge proofs. Its purpose was to index and process that activity so it could be retrieved efficiently.

Midnight Blockchain Stack

As Product Owner for the Midnight blockchain, I was responsible for development of a comprehensive blockchain stack. This extended my ownership to the underlying platform supporting Midnight’s data-protection products.

From product vision to working hardware

As co-founder and Product Owner, I worked with our engineers to turn the product vision into features and deliverables. My role combined product definition, support for research and development, and delivery management as we worked through the demands of building a physical product.

We raised $2 million and secured an OEM partnership with Spyker Cars for AR windshield integration. I also filed an automotive head-up display patent application in 2016.

The challenge of mass manufacturing

Early traction did not resolve our challenges with product-market fit and manufacturing at scale. Optical engineering proved especially demanding, and moving from a working product toward mass production was far more complex than we anticipated.

The automotive industry also moved on a longer timeline than our startup could sustain. Collaboration commitments could take years to develop while engineering and manufacturing work continued to consume capital. We ultimately ran out of funding before we could overcome these barriers and scale the business.

A personal step into company building

I came from a traditional, risk-averse family without a business background. Starting Exploride was a significant personal step, and the experience profoundly shaped me—from the progress of the first two and a half years to the difficulties that followed.

What I took from the experience

Exploride taught me to consider customer demand, technical feasibility, manufacturing readiness and industry adoption cycles together. Raising capital and building a working product were meaningful milestones; a sustainable path to scale required all of those pieces to come together.