Most product failures aren't engineering problems. They're clarity problems.

Fractional Chief Product Officer and builder, based in Jakarta. I work inside the company, not from a deck, when product direction has started to blur and the team can't tell anymore which decision actually moves revenue.

• 🔭 Leading product at Pro Archery (fractional CPO, since 2024)
• 🏗️ Built MyArchery.id, a side project that quietly became the default for archery event management in Indonesia
• 🛠️ Maintaining OpenCode, open-source BYOK tooling that lets 30+ AI models run inside VS Code Copilot Chat
• 💬 Founder consulting in short bursts, not retainers. Rated 5.0 across three continents.
• 🌐 ltmoerdani.com

The job is rarely writing more code. Most of the time it's deciding what not to build next, sequencing what's left, and making sure the team can actually ship it without burning out halfway through.

Three things, depending on what the company needs:

Fractional CPO        →  Embedded: roadmap, priorities, calls that move revenue
Builder / Founder     →  MyArchery.id, Blazz, OpenCode — shipped and still running
Founder Consulting    →  A few sessions, not months. Pitch-ready, not forever

The business problem comes first. The stack comes after. That order has held across every role since 2014, including the ones where I got it badly wrong.

Day to day: TypeScript, React/Next.js, PostgreSQL, and increasingly Bun + ElysiaJS on the backend. On the consulting side, the work is closer to roadmap sequencing than writing code: getting a founding team from "we have a working demo" to "we know which demo to build next."

The right moment is usually after the product is running and the next move has stopped being obvious. If that's where you are, ltmoerdani.com is where the full case lives. The site is built so that by the time you contact me, you already know why.