MOBIUS

MOBIUS is a low-code platform for building applications and connecting automation, analytics and AI capabilities. At Gaian, its customers included enterprise and government organisations across the US and Asia, with work spanning telecom and smart-city programmes. Each deployment brought a different operational context, while relying on the same underlying platform.

As Head of Product from April to December 2023, I owned a $2M product portfolio. The challenge was to give that portfolio a coherent direction while supporting critical client solutions. A customer requirement could be valuable for one deployment yet create complexity elsewhere; product leadership meant considering both the immediate delivery and the platform it would leave behind.

I led product managers, business analysts and designers, and worked with Customer Success, UX and Finance. My responsibility covered the roadmap, product pricing models and client solution delivery, bringing commercial and operational decisions into the same product conversation.

The breadth of that remit mattered. Customer Success brought the deployment context, design brought the user experience, and Finance brought the commercial implications. I partnered across these functions to connect what clients needed with what the product organisation could deliver and support.

I owned the roadmap and oversaw critical solutions built on MOBIUS. The central product consideration was how to meet a client’s requirements without letting individual deployments determine the entire platform. Reusable capabilities and customer-specific needs had to be considered together.

Roadmap ownership also meant connecting priorities to pricing. A capability’s value to a customer, the scope of the solution and the work needed to deliver it all influenced the commercial picture. My responsibility was to keep product direction, pricing models and delivery commitments aligned.

My remit included agentic backend workflows and the reliability of their outputs. In an enterprise setting, an AI output becomes useful when it can support the operational task that follows. An impressive demonstration alone says little about whether a workflow can be depended on in a client solution.

That made output reliability a product concern alongside automation and analytics. I connected the intended use of these workflows with product requirements and delivery decisions, keeping attention on how their behaviour affected the broader solution.

I worked with the CEO on positioning and strategic direction while carrying responsibility for the product portfolio. This connected the market story to the choices being made in the roadmap, pricing and client delivery.

My responsibility spanned a $2M product portfolio, a multidisciplinary product team and critical enterprise solutions. Roadmap, pricing and delivery were part of the same role: decide what the platform should support, account for its commercial value and carry those decisions through to client delivery.