I am joining FiscalNote as their Chief Product Officer. FiscalNote has a dream set of assets for a product executive: a large customer base, datasets that are almost impossible to replicate, technology that is very difficult to emulate, and a team of exceptional people who have put all of this together

My wife, Nicole Babaoglu, and I started True Olive together. We brought over my family's gold-award winning, single-grove olive oil from the Dardanelles, rebranded it and are selling it in the US and Canada. True Olive is my passion project that let's me feel connected to my family back home, my heritage and my home country's rich cuisine. It also let's me work with Nicole in a professional environment, helping me get to know and appreciate her in a whole different way.

- Joined Thomson Reuters as part of the Casetext acquisition ($650M, yes, I'm number dropping ;)). - I am working on the CoCounsel product, managing the CoCounsel product team. - As of May 2024, CoCounsel is on track to 4X its revenue from 2023, putting the Casetext acquisition on track to become one of TRs most successful acquisitions ever.

I helped Casetext acquired by Thomson Reuters. $650M acquisition - I led the product, design, product-led growth functions responsible for launching CoCounsel, Casetext's AI Legal Assistant, in March 2023. - Post launch we doubled our ARR, which was already in the 8 figures, in 4 months. Impressed by our tech, product and growth Thomson Reuters Acquired us for $650M. - We achieved all of this with a lean product, design and plg team of 3 PMs and 2 designers.

Legal has been stuck in the past. At Casetext we build tools to make legal research more efficient. My job is to lead that effort.- Improved NPS from 32 to 63- Improved trial to subscription conversion rate from 5% to 22%- Grew self-serve revenues 20X during my tenure as director.

Legal research is an essential part of practicing law, but the process and the tools to conduct legal research have been stuck in the past. At Casetext we build tools to make legal research more efficient. My job is to analyze the current way legal research is conducted, identify problems and come up with simpler, better solutions.

Smartup Network is an accelerator and product development partner for entrepreneurs who can not build apps/websites themselves. Getting their products to market in a timely, affordable and success-ready manner is the greatest challenge entrepreneurs without technical backgrounds face. We focus on helping entrepreneurs solve this problem.We start off by correctly plan their products, while passing on product management and product development know-how and skills to them. Then our development team builds their products on-time and on-budget. After the product goes live we continue working with the entrepreneurs to iterate together to product-market fit.So far we have worked with 25 founders, from 11 startups, mostly from the EU and MENA regions.We launched 18 MVP products and 5 of out startups got seed funding.Investors and other startup experts love to recommend us to entrepreneurs without technical backgrounds, because not only do we build successful products for them, but, more importantly, we help the entrepreneurs acquire the know-how and the skills needed for continued growth and success.

Video Analysis is an extremely powerful visual learning method that helps athletes fine-tune their technique and strategy. However, it traditionally was a time-consuming process that required expensive software packages, which kept it from reaching the mass market.Our goal at Sprongo was to bring video analysis to all levels of athletes and we succeeded in snow sports. At the time of our exit, we had 65% of all licensed skiing athletes actively using Sprongo. There were 5,200+ teams and 38,000+ users and over 2,000,000 videos had been uploaded to Sprongo. Olympic Champions and 6-year-olds are still using the site.We reached a local maximum in snow sports with Sprongo. In 2015 we sold Sprongo to a Colorado based investment group. It is still going strong in snow sports but has not succeeded in growing beyond them.

Zampus was my first attempt at a web start-up. It was a review site for colleges where current students could review any aspect of college life. We had great youtube, facebook and google maps integration which we hoped would bring the reviews to life. Zampus had three pitfalls: (i) It was very useful to new students but as they became familiar with their surroundings they had less need for it. (ii) It suffered from a lack of a sustainable business model. Like Yelp we wanted to sell sponsorship to local businesses. However, the local businesses did not want to advertise because "everyone already knew them" and even for those who were interested the cost of selling was too high. (iii) It was multi-local and hence not scalable. Whenever we had to expand to a new college we would have to start all over again.I think Zampus was a great seasonal product. New students loved it; no one else cared for it. If I were to do it over again I would try selling it as a package to the orientation committees of colleges. They would be responsible for monitoring the content and could even use it as a fund raising tool by persuading local businesses to become sponsors.

I was asked to evaluate a web project they had about raising awareness for the atrocities that go on during the production of counterfeit goods. The goal was to encourage customers to buy authentic goods. Rather than having an informational site I suggested we try and build a social experience for the users.I suggested gamifying luxury goods shopping by having different levels. Users would get points for purchasing authentic goods and reporting counterfeiters. The more the points, the higher level the user gets. The higher level users would then get real life benefits, like early access shopping. I think the idea was pretty good and my superiors asked me to "do it" over the summer.We put together an action plan. The plan required a lot more resources than I and my superiors at Richemont had initially expected and they decided to put the project on hold. After the summer I went back to Cornell for my senior year infected by the web entrepreneurship bug..All and all this was a great experience. I learned a lot from observing my boss, Frederick Mostert and I wish we had tackled this project when I had more experience. It could have had a positive impact on the fight against counterfeit goods.