Ring-0 Networks

Marketing and commercial advisory. Technical sales supporting.

Advisor

Yes 2 AI

AI and Cybersecurity product expert with a proven track record of leading teams from conceptual product ideation to commercialization and exit earn-out multipliers.

Chief Product Officer

Valonni Corretora de Planos de saúde e Seguros

• Led product development and market launch, achieving a 4x revenue increase in four years.
• Directed cross-functional teams and integrated CRM to enhance pre-sales and post-sales operations.
• Developed a strategic product roadmap with new products including credit card lines, insurances, and health care plans, aligning product vision with business goals.
• Orchestrated the strategic design and execution of new acquisition channel strategies, utilizing A/B testing and customer journey mapping supported by advanced data analysis (Google Analytics), achieving a 70% boost in sales.

Head of Products and Founder

CUJO AI

• Spearheaded the firmware team as Product Manager, launching CUJO AI SaaS smart firewall and its mobile app across 20 million devices, resulting in a 100% revenue increase over three years.
• Implemented Agile methodologies (Scrum), delivering 40% more using process optimization and performance metrics.
• Achieved 100% automation with QA engineering in firmware releases through iterative testing and development (Jira, Confluence, Trello), ensuring compliance with user story acceptance criteria.
• Managed the product lifecycle, including MVP development of the Parental Controls feature, resulting in a 30% increase in user acquisition and a 40% reduction in time to market.

Senior Product Manager

THINC.

• Led IoT department, launching an enterprise software and mobile app for real-time telemetry of 100 million refrigerators for the B2B market (Coca-Cola), achieving over 20% cost savings.
• Directed product development lifecycle of mobile app and web system enterprise with user-centric design, increasing annual revenue from 10% to 35% over five years.
• Utilized data analysis and insights (SQL, Excel, Python) to boost operational efficiency by 80%, reducing downtime from 30 minutes to 5 minutes, enabling rapid issue resolution.

• Engineered a cost-reduction algorithm/product for fleet fuel management, reducing fuel costs by 45% and saving clients $10M, resulting in an 80% revenue surge over five years.
• Directed and mentored teams in agile software development sprints, enhancing product quality and performance.Demonstrated strengths in team leadership, agile methodology, and stakeholder relations.
• Applied expertise in coding, algorithms, machine learning, and data engineering, implementing a telemetry strategy based on user research to boost stakeholder engagement

Lead Product Manager

• Cultivated strong client relationships through targeted user research, successfully attracting two new clients and boosting revenue by 30% compared to the previous year. Demonstrated expertise in client relationship management, user research, and revenue growth for RM Telecom. 
• Ensured stakeholder satisfaction by providing consistent updates, clearly defining project scope, objectives, and resources. Showcased strengths in stakeholder communication, project management, and resource allocation.

Project Manager

Internship Trainee

Chief Product Officer Yes2 AI

Driving the product lifecycle of AI innovation at Yes 2 AI, my focus is on transforming conceptual products into market-leading solutions. This journey is underscored by my recent support role at Ring-0 Networks a cybersecurity startup, where I advise on commercial and marketing strategies, enhancing technical sales processes.

With a proven track record in leading teams from product concept to market realization, I excel in aligning AI initiatives with business objectives. We harness generative and responsible AI to deliver measurable outcomes, scaling AI-based products that exceed market and customer expectations while unlocking growth opportunities.

Isabela Valonni

I scale product organizations from 0-$25M ARR, optimize portfolios worth $50M+ in enterprise value, and turn fragmented teams into high-velocity “Talent Factories.” Across 15+ years, I’ve led enterprise, SaaS, and multi-product portfolios through AI adoption, cloud modernization, and turnaround execution, delivering measurable financial and operational impact at every stage.I am a Product Executive, Fractional CPO, and Board Advisor who partners with Founders, C-Suites, and Boards to fix systemic inefficiencies, unblock stalled roadmaps, and govern capital-intensive product portfolios. I translate complex engineering and technical debt into board-ready financial decisions, aligning R&amp;D spend, AI initiatives, and platform strategy with sustainable enterprise value.My methodology is simple:• Financial Turnarounds &amp; Portfolio Governance: I ensure every product initiative is tied to ROI, margin protection, and P&amp;L outcomes. I’ve executed cloud migrations that saved $5M, and turned stagnant P&amp;Ls into 200% YoY growth engines.• AI &amp; Product Strategy Execution: I design and deploy scalable AI solutions, from MVP conversational agents to enterprise-wide adoption frameworks, optimizing compute costs while boosting adoption and efficiency.• Operational &amp; Organizational Mastery: I create high-output teams, operational frameworks, and continuous improvement cultures that double engineering velocity, reduce technical debt, and retain top talent.• Board-Ready Decision Making: I deliver capital allocation, unit economics, and risk oversight frameworks for Boards and PE investors, helping executive teams make strategic, financially defensible product bets.I work with Series B+ startups, PE-backed SaaS, and enterprise technology organizations that need fractional CPO expertise, portfolio governance, or strategic AI/product leadership. My work consistently positions organizations to unlock latent value, scale efficiently, and achieve operational excellence, while building the next generation of product leaders.Top Skills: Product Strategy, AI Product Management, Portfolio Governance, SaaS Scaling, Turnaround Strategy, P&amp;L Management, Cloud Migration (Azure), Product Operations, Talent Development, Board Advisory, Enterprise Architecture.

Richard Ewing

Most product organizations aren’t failing.

They’re misreporting reality.
Velocity looks good.
Roadmaps look full.

AI demos look impressive.
And yet margins keep shrinking.
Delivery feels heavier.

Decisions feel harder to defend.
That’s not a talent problem.

It’s a judgment problem.

We’ve trained leaders to optimize for activity, not accountability.
To ship features instead of interrogating costs.

To trust AI outputs without a way to decide what’s actually true.
I’m done pretending this is fine.

That’s why I moved my real work off the social feed.

I rebuilt everything around diagnostics instead of advice:

• Tools that surface product debt instead of celebrating delivery
• An audit interview that tests judgment for engineers and product managers, not syntax
• A trust layer for AI systems that treats memory as a ledger, not a guess
• A private newsletter where I write about the math leadership actually answers for

No hot takes.
No growth hacks.
No performative optimism.

Just unit economics, risk, and decision accountability.
If you’re happy with surface-level product content, stay here.

If you’re responsible for capital, people, or outcomes, the work lives elsewhere now.

Join the newsletter:
👉 https://lnkd.in/g9-dFyuR
Run the audit interview:
👉 https://lnkd.in/gCmcnEPw
Explore the diagnostic tools:
👉 https://lnkd.in/gkKYnRv3
Explore my product:
👉 https://exogram.ai/

Leadership isn’t inspiration anymore.
It’s judgment under constraint.
That’s the shift.

Richard Ewing
Product Economist

Most of what passes for “product leadership” advice on this platform is expensive theater. You already know the routine. Velocity celebrated as progre

Open article: The Product Economist: A Structural Shift by Richard Ewing • 3 min read

The Product Economist: A Structural Shift

I Built an Incredible AI Product That Nobody Wanted. Here’s Why.

I just published a new piece on Built In unpacking a failure mode I see repeatedly in AI and product organizations:

Teams build technically impressive systems that pass every internal review, yet collapse the moment they face real economic scrutiny.

In the article, I break down:

• Why validation theater passes product reviews but fails businesses
• The difference between user enthusiasm and economic viability
• A practical test for whether an AI product is a business or a science project

This wasn’t written as a postmortem. 
It’s a warning.

If you’re building AI products, funding them, or acquiring companies that claim they “have AI,” the uncomfortable questions matter more than the demos.

📄 Read it here:

Open article: I Built an Incredible AI Product That Nobody Wanted. Here’s Why. | Built In by builtin.com

I Built an Incredible AI Product That Nobody Wanted. Here’s Why. | Built In

𝐀 𝐟𝐞𝐰 𝐰𝐞𝐞𝐤𝐬 𝐚𝐠𝐨, 𝐈 𝐩𝐮𝐛𝐥𝐢𝐬𝐡𝐞𝐝 𝐚𝐧 𝐚𝐫𝐭𝐢𝐜𝐥𝐞 𝐨𝐧 𝐁𝐮𝐢𝐥𝐭 𝐈𝐧 𝐚𝐛𝐨𝐮𝐭 𝐚 𝐩𝐚𝐭𝐭𝐞𝐫𝐧 𝐈 𝐬𝐞𝐞 𝐜𝐨𝐧𝐬𝐭𝐚𝐧𝐭𝐥𝐲 𝐢𝐧 𝐀𝐈 𝐚𝐧𝐝 𝐩𝐫𝐨𝐝𝐮𝐜𝐭 𝐭𝐞𝐚𝐦𝐬:

Products that look impressive in demos, pass every internal review, and quietly fail the moment real economics show up.

Built In later selected the piece as one of their January Editor’s Picks for the newsletter.

• That’s not something I’m particularly excited about.
• What’s more interesting is why this piece resonated.

There’s a growing fatigue with AI optimism that isn’t grounded in profit and loss. 

Teams are tired of validation theater. 

Leaders are starting to realize that “users like it” and “this is a business” are not the same statement.

• The article wasn’t written as a postmortem.
• It was written as a warning.

If you’re building, funding, or acquiring AI products, the uncomfortable questions don’t go away. 

𝐓𝐡𝐞𝐲 𝐣𝐮𝐬𝐭 𝐠𝐞𝐭 𝐦𝐨𝐫𝐞 𝐞𝐱𝐩𝐞𝐧𝐬𝐢𝐯𝐞 𝐭𝐡𝐞 𝐥𝐨𝐧𝐠𝐞𝐫 𝐲𝐨𝐮 𝐚𝐯𝐨𝐢𝐝 𝐭𝐡𝐞𝐦.

📄 Article:

https://lnkd.in/gAzxJCAj

📰 Editor’s Picks newsletter:

https://lnkd.in/gkmf42cg

For those who want the underlying economic frameworks, they’re documented here:

https://lnkd.in/ggZkMEJr

Open article: Richard Ewing | The Product Economist by richardewing.io

You are excellent at spending money. To get promoted, you need to learn how to make money. By Richard Ewing There is a predictable plateau in the care

Open article: Why You Stalled at "Senior" PM (And How to Break the Ceiling) by Richard Ewing • 4 min read

Why You Stalled at "Senior" PM (And How to Break the Ceiling)

Over the last few months, I’ve been spending most of my time helping teams navigate hard product and AI decisions, the kind where the cost of being wrong doesn’t show up immediately, but quietly compounds over quarters.

Between publishing with Foundry, Built In, Mind the Product, and HackerNoon, one pattern has become obvious:

Most teams don’t need more execution.

They need better decision-making under uncertainty.

Specifically:

• What should be capitalized vs expensed before margins get crushed
• When an AI feature is innovation vs a subsidy trap
• How much “progress” is actually just maintenance disguised as growth

These aren’t delivery problems. They’re portfolio and governance problems.

I’m opening a small number of advisory slots for leaders working through these tradeoffs. This is not consulting-by-the-hour or slide decks for show. 

It’s focused advisory work around decisions that show up later in the P&L, not the sprint report.

If this resonates, or if you know someone wrestling with these questions, you can reach out.

I also publish the underlying frameworks and diagnostic tools I use at richardewing.io.

Open article: Richard Ewing | Product Economist by richardewing.io

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