01
Start with the outcome
Make the customer and business problem explicit before debating solutions or architecture.
About Jason
I create the conditions for ideas to become extraordinary products.
I give teams the space, trust and clarity to build. We put useful work in front of people early, get feedback quickly and improve in small iterations—turning ideas into products shaped by real needs.
I lead product engineering by connecting three things that are too often separated: the customer problem, the commercial outcome and the system a team can realistically deliver. My role is to create clarity, build trust and help talented people turn uncertain ideas into useful products.
I currently lead engineering at Assaia, working in AI-powered computer vision for airport operations. Before that, I led five squads at OneFootball across personalisation, content, live video and OTT for a product serving 14 million monthly users. At OLX Group, I grew from software engineer to engineering manager, built a cross-market advertising capability and helped deliver a 15% revenue uplift.
My operating style was shaped earlier as a founder-engineer in payments and ecommerce. Building from scratch taught me to stay close to users, respect constraints and treat delivery as part of product discovery rather than the step after it.
I am at my best where the path is not yet obvious: aligning product, design and engineering; turning strategy into a sequence of decisions; and developing leaders who can carry the work further than I could alone.
14M
monthly users served
5 squads
led across product lines
15%
advertising revenue uplift
15 years
leading engineering teams
Operating principles
How I turn leadership intent into team behaviour.
02
Create clarity, then autonomy
Give teams enough context and trust to make good local decisions without waiting for permission.
03
Build early, get feedback early
Put something useful in front of people as soon as possible. Learn from their feedback, improve in small iterations and keep moving rather than perfecting plans.
04
Grow leaders, not followers
Build organisations that become more capable because decision-making and ownership are distributed.
Beyond work
Curiosity is the through-line.
Travel, Formula One, football and small product experiments keep me close to the things I value at work: different perspectives, strong teams, useful data and the joy of understanding how a system really works.