Want to live longer, feel sharper, and perform at your peak for decades? 

I’m here to guide you, sharing science-backed strategies to extend your healthspan. 

Without chasing fads or disrupting your busy life.

Here’s what you’ll discover through my content:

✅ Simple ways to boost your energy, focus, and resilience, tailored to your demanding schedule
✅ Evidence-based habits to optimize your healthspan, so you thrive well into the future
✅ Practical tips to integrate longevity practices, whether you’re traveling or leading high-stakes projects
✅ Inspiration to extend your productive years while feeling vibrant every day

No extreme biohacking or quick fixes here. Just straightforward, sustainable habits designed for your unique biology.

Here’s what others like you have achieved through applying my content:

"I went from afternoon slumps to all-day energy and sharper focus in just weeks." — Fabian L., Entrepreneur

"These strategies added hours to my day and made me feel years younger." — Thomas D., Psychologist

"The routines I adopted gave me more energy and clarity to crush it daily." — Robert S., Public Speaker & CEO

Ready to redefine aging and unlock your best self? Follow me for daily tips, insights, and inspiration to optimize your health and live a longer, fuller life.

Let’s make longevity your edge! 

Connect with me for the latest on longevity and peak performance optimization.

Alex K.

Freelance Product Lead | Ex-BISON App | Ex-Börse Stuttgart

Most product teams aren’t slow, they’re unfocused.

I help fix that.

I work with early-stage startups and scale-ups that are growing fast but losing product focus. Often, product teams are overwhelmed, leadership is frustrated, and business outcomes aren’t improving.

As a Fractional CPO, I step in to install the product strategy, operating models, and rituals that build momentum again aligning product, engineering, and leadership around the work that moves the needle.

Some highlights:
• Lead product at BISON App and helped it grow from 66K to 500K+ users (€5.6B trading volume)
• Built a SaaS Product, a POS at Locafox, reaching 1,000+ customers in 12 months (acquired)
• Launched a new product at Formel Skin in 6 weeks; improved CVR +25%, MoM retention +2%
• Helped 9+ startups install product systems, unlock delivery, and create measurable impact

I also teach PMs what I wish I had 10 years ago: a clear, repeatable system to build trust, deliver outcomes, and grow their career.

If you're a founder and your product team feels busy but unproductive — let's talk.

If you're a Senior PM looking to lead before the title — I can help you get there.

Igor Voth

Every PM job description says “strategy.”

Most PMs are running feature factories.

A typical JD would say:

“You’ll be responsible for the strategic development of our product – from the roadmap to the launch of new features.”

Sounds strategic. But it isn’t.
Features ≠ strategy.

Here’s what strategic PMs actually do:

1. Understand the company priority → align on the general direction.

2. Diagnose the current state → find the root challenge beneath the surface.

3. Define strategic bets → concentrated coherent actions to respond to the root cause.

4. Uncover unmet customer needs → find the opportunities hiding in user behavior.

5. Design solutions and run experiments → test and prove what works.

That’s product strategy.

Not the roadmap.
Not the feature launch.

CPO @ Formel Skin | Building high-velocity product teams

Every roadmap is full.

Most outcomes are flat.

I remember me saying this to my team some years ago:
“Look at all the features we shipped!”

Sounds impressive. But it wasn’t.

Shipping isn’t strategy.

Here’s what strategic PMs actually do:

1. Set the company priority → e.g., “Improve retention.”

2. Diagnose the current state → find the drivers and the root cause.

3. Define strategic bets → focused responses to that root cause.

4. Expose unmet customer needs → each becomes an opportunity.

5. Design solutions and run experiments → validate and scale what works.

That’s strategy.

Not the feature list.
Not the release notes.

A great PM at BigCo can be the wrong hire at a startup.
Here’s why.

Startups reward adaptability.
Corporates reward consistency.

I’ve seen enough PMs coming from mature orgs struggle in early-stage startups.
Not because they lack skill, but because they’re optimised for a different environment.

In a startup:

- Priorities shift fast
- There’s barely a backlog, let alone grooming
- Customer feedback is sparse, noisy, contradictory and hard to come by
- You can’t wait for perfect data
- Roadmaps are rolling bets, not long-term plans

What makes PMs effective in large orgs process, alignment, predictability works at scale. But in startups, there’s no system to navigate yet.

You’re building the system while figuring out if you’re solving the right problem.
This isn’t a character flaw.

And it’s not true for everyone.
PMs with startup exposure, zero-to-one experience, or strong product intuition often adapt quickly.

So the issue isn’t competence.
It’s conditioning.

If you can unlearn stability and operate in ambiguity, you’ll thrive.
If not, you’ll stall.

Product maturity isn’t about where you come from.
It’s about how fast you can change the way you operate.

Being a feature factory isn’t a failure.

Being stuck in the wrong mode is.

Everyone loves to bash feature factories.
Including me.

But reality is more nuanced than LinkedIn makes it look.

My core issue with feature factories isn’t speed or execution.
It’s the absence of discovery and product strategy.

Feature factories build what they’re told to build.
Based on prioritisation coming from the top, sales, marketing or habit.

Not from deeply understanding the business and customer problems.
That’s the danger.

But there are moments where a feature factory mindset is exactly what you want.

Because sometimes, you already know what needs to be built.
And the job is simple: execute and nail it.

Typical situations where this applies:

- You’re a late market entrant and need to catch up on must-haves
- Regulation forces your hand
- You’re rolling out a proven product from another market or a parent company

In those phases, discovery is not the bottleneck.
Execution is.

So the real problem isn’t being a feature factory.
The real problem is not knowing when to switch modes.

Great product teams know:
- when to explore
- when to exploit
and how to move between both without ego or dogma.

Product maturity isn’t about picking a side.
It’s about choosing the right mode for the situation.

10 early-stage startup PM struggles I’ve observed over 14+ years

Here are the patterns I keep seeing:

1. No clear product–market fit
There’s no strong signal yet.
User feedback is noisy, contradictory, and hard to interpret.

2. Weak customer access and insights
Early users are hard to find and harder to validate with.
Learning loops stay shallow and slow.

3. Limited or no data
No instrumentation. No analytics.
Decisions are driven by gut feel and anecdotes.

4. Founder-driven roadmaps
Founders still set priorities.
PMs balance vision, user needs, and politics often without real authority.

5. Undefined product strategy
Everything is reactive and tactical.
PMs execute without a clear direction or positioning.

6. Delivery over learning
Pressure to ship something visible for investors.
Discovery and validation get skipped.

7. No consistent process
No clear way to prioritize, validate, or learn.
Teams oscillate between chaos and over-engineering.

8. Team inexperience
First-time founders. First-time PMs. First-time teams.
Product hygiene is usually an afterthought.

9. Misalignment on what “success” means
Success equals “we shipped.”
Not “we moved the business.”

10. Wearing too many hats
PMs act as designer, marketer, analyst, sometimes engineer.
Depth suffers. Burnout follows.

And yet working in early-stage startups is super rewarding.
The velocity of personal growth is immense.

What’s your biggest struggle in an early-stage startup?

I used to define carefully crafted long roadmaps. 

Now I do the opposite. 

When operating in uncertain environments, intention and speed are king. 

This is true for early-stage startups and scale-ups. 

Here's the approach I follow today: 

1. I create a map of our current status quo 

→ What are the business priorities? 
→ What are the key challenges holding us back? 
→ What are our strategic bets > our focused response to these key challenges? → Look at it from the customer perspective: what unmet needs lie beneath these key challenges? 

2. Create a list of opportunities and prioritize them 

→ Generate and structure a high-quality list of opportunities 
→ Create a ranked, agreed-upon opportunity list to focus effort 

3. Explore the solution space 

→ Explore solution and experiment directions for top opportunities 
→ Refine solutions and experiments 
→ Final prioritization of refined solutions, ensuring alignment with business goals and stakeholder expectations 

4. Plan the next cycle 

→ Align with leadership and other teams before formal planning 
→ Confirm commitments and align all teams & stakeholders 

I' do this every 6, 8, or 12 weeks, depending on the company's planning horizon and level of uncertainty. 

When I’m operating in thick fog and darkness, my goal is to be intentional about the next move and not to dream about an imaginary path to a goal when I can't see anything.

Fractional CPO for startups & scale-ups | Product systems that create focus, speed & outcomes

Your next feature idea will burn your company's money. 

Here's how you can prevent it. 

According to an Optimizely report from 2025 looking at 127,000 experiments, only 12% of all experiments are successful. 

This number is sobering. 

In my view it's safe to apply this number to any type of product development. 

What it essentially means is that most of the work product teams do doesn't create any impact. 

And yet most teams are obsessed with quickly launching more features, jumping from assumptions to building with no evidence. 

So the chances your next feature idea will fail are pretty high. 

Here are 3 steps to prevent it:

- Check, if you really understand the customer problem
- Check, if you have enough evidence for how painful it is to them
- Get enough evidence before you commit to building the solution

Building a feature is a validation method.

It's just often the most expensive one. 

Look for ways to accelerate validation. 

Don't burn money building what nobody needs.

One team is busy stamping out features. 

The other knows why it's building. 

I think you can guess which one delivers real value. 

With every team I've led, we were drowning in feature requests from customers and stakeholders coming through all sorts of channels: 

Interviews 
Surveys 
Slack.

No one ever asked to stop, take a breath, and wonder: "How would building this actually create value?" For customers and the business. 

It's just what we all learned. The customer is king. 

So we do what they ask for as fast as possible. Right? 

This is what I thought for many years. 

Today I start with: 

→ The company priority 
→ Understanding the key challenges holding us back 
→ Defining and prioritizing 2-3 strategic bets at a time to focus our resources 
→ Uncovering unmet customer needs and prioritizing opportunities 6 to 12 weeks ahead 
→ Using metrics to measure and show impact 

Be focused and intentional. 

Validate, learn, build less, but with high speed. 

Not randomly going in all directions, churning out features. 

Want to create real business value? Stop betting on each shiny object. 

Start being intentional.

taplio

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Alex K.

Igor Voth

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The Battle

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Igor Voth

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