Find the perfect Heads of Product in Berlin from 15,000 CVs with the power of AI
Bring in product leaders who can shape roadmaps, fix discovery, and align design, engineering, and go-to-market. Ideal for SaaS, marketplace, and platform teams that need clear product direction. Get fast, precise matching with vetted, available freelancers.
About the role
What they do
A Head of Product sets product direction and turns business goals into a clear roadmap. They work across discovery, prioritization, and delivery so teams build the right thing, not just ship faster.
- Define product strategy and priorities
- Lead roadmap planning and trade-offs
- Align product, design, engineering, and sales
- Shape discovery, testing, and launch decisions
- Turn user and market signals into action
When to hire
Companies bring in a freelance Head of Product when product work needs structure fast. That often happens during growth, a reorg, a new product line, or when the team has strong delivery but weak product leadership.
Berlin companies often need this profile in SaaS, ecommerce, mobility, fintech, and B2B platform teams. Remote work is common, but on-site time helps when the role must reset stakeholder alignment or coach a product org.
Core skills
A strong Head of Product connects strategy with execution. They can read metrics, ask sharp questions in discovery, and make hard calls when priorities compete.
- Product strategy and roadmap ownership
- Discovery methods and customer interviews
- KPI definition and product analytics
- Cross-functional leadership and stakeholder management
- Experience with agile product teams
Tools and methods
The best candidates know the common product stack and use it well. That usually includes analytics tools, experiment tracking, backlog tools, and documentation systems such as Amplitude, Mixpanel, Jira, Confluence, Figma, and similar setups.
They should be comfortable with OKRs, opportunity sizing, A/B testing, and decision memos. For larger teams, they also need to manage product rituals without turning them into meetings that slow delivery.
What strong profiles look like
A good Head of Product brings clarity. They can explain why a feature matters, what will not be built, and how success will be measured.
They are often called product lead, VP Product, or product director in different companies. The title matters less than proof that they have led complex product work, handled competing stakeholders, and improved the product process.
Signs you need one
If your roadmap changes every week, discovery is weak, or engineering is building without a clear product voice, you likely need this role. The same is true when founders still make every product decision and the team cannot scale beyond them.
- The team lacks product ownership
- Priorities are unclear or unstable
- Delivery is busy, but outcomes stay flat
- Stakeholders disagree on what to build
- A new product or market needs leadership
Meet FRATCH Heads of Product
Chintan Padaliya
Product Owner and Technical Product Lead
Last position:
Product Owner and Technical Product Lead at Sustamize GmbH
LLM-based features for automated CO₂e data extraction from unstructured documents (70% reduction)
Agentic AI pipeline for automated Scope 3 emissions calculation with 150,000+ validated data records
Smart API workflows for real-time carbon footprint calculations in ERP and ESG systems
ML algorithms to predict emission hotspots and optimize product design
Automated data validation pipelines with NLP for quality assurance of CO₂e datasets
Led a 15-person cross-functional team to develop 10+ AI features
Strategic product planning and AI roadmap with 35% shorter time to market
Stakeholder management with DAX companies (40% higher satisfaction, 95% retention)
On-time project delivery with 95% budget adherence through data-driven backlog management
Agile methods (Scrum, Kanban) with continuous AI/ML integration (25% team velocity increase)
Product-market fit for AI features through A/B testing and analytics (60% higher adoption rate)
Sascha Brossmann
Fractional CPO / VP Product / Head of Product / Product Lead
Last position:
Parent at Full-time Parent
Sascha Brossmann
Fractional CPO / VP Product / Head of Product / Product Lead
Last position:
Parent at Full-time Parent
Hendrik Schüler
VP Product / CPO · Product Strategy, AI-Enabled Platforms & Scalable Market Systems
Last position:
Chief Product Officer at Sentryc GmbH
Led product strategy, cross-functional delivery, and the evolution of the platform and operating model at a VC-backed B2B SaaS company (~60 FTE at peak) operating a multi-sided enforcement platform — connecting brand owners, marketplace operators, and enforcement workflows — scaling from founding-stage concept to commercially validated product.
PRODUCT STRATEGY & BUSINESS IMPACT
- Defined and iterated product strategy aligned to ICP refinement, competitive positioning, and long-term revenue growth
- Refined segment focus to concentrate capacity on highest-value enforcement use cases, improving customer retention and average contract value
- Redesigned pricing and packaging after identifying that a modular, feature-based model was enabling customer cherry-picking and creating confusion at the point of sale. Collapsed a multi-page pricing structure into a single-page, outcome-based model — anchored on what the customer actually wanted to protect, not which modules they selected. Contributed directly to a 10× ACV increase on a key account (€500 → €5,000/month)
- Replaced ad-hoc stakeholder-driven prioritisation with a structured decision framework — coupling OKR alignment, ICE scoring, and a fixed roadmap split (50% strategic initiatives / 30% customer feedback / 20% tech debt) — ending a pattern where sales requests and leadership interventions routinely displaced planned work mid-quarter
- Redesigned the customer onboarding process after identifying a recurring failure pattern: misaligned sales commitments, missing customer-side inputs, and siloed handoffs between sales, CS, and product were routinely delaying time-to-value. Introduced structured pre-onboarding requirements and cross-functional handoff protocols — ensuring customers arrived with the data needed to go live, and internal teams operated from a shared baseline
LEADERSHIP, DELIVERY & OPERATING MODEL
- Built and led a 20-person cross-functional organisation spanning product management, engineering, design, and operations
- Introduced OKR-driven planning and quarterly review cadences, providing consistent strategic alignment across functions and seniority levels
- Built decision-routing frameworks that pushed operational and product decisions down to team level — replacing a pattern where analysts and PMs escalated routine calls (e.g. enforcement actions, edge-case handling) to leadership by default. Defined clear ownership boundaries and decision criteria so the team could act independently on the vast majority of cases, freeing leadership capacity for genuinely non-standard situations
AI-ENABLED PRODUCT & WORKFLOW TRANSFORMATION
- Led the development of an AI-enabled website detection system that replaced much of a previously manual review process, reducing analyst workload by 70–90%
- Redesigned key operational workflows to incorporate AI-enabled classification and decision routing, increasing detection throughput 20× without linear cost growth
- Defined AI product KPIs covering coverage, accuracy, and false positive rate — embedding measurable quality standards into the development cycle
- Defined where automation should replace, support, or escalate human decisions, balancing scale, quality, and customer-facing risk
Hendrik Schüler
VP Product / CPO · Product Strategy, AI-Enabled Platforms & Scalable Market Systems
Last position:
Chief Product Officer at Sentryc GmbH
Led product strategy, cross-functional delivery, and the evolution of the platform and operating model at a VC-backed B2B SaaS company (~60 FTE at peak) operating a multi-sided enforcement platform — connecting brand owners, marketplace operators, and enforcement workflows — scaling from founding-stage concept to commercially validated product.
Led product strategy, cross-functional delivery, and the evolution of the platform and operating model at a VC-backed B2B SaaS company (~60 FTE at peak) operating a multi-sided enforcement platform — connecting brand owners, marketplace operators, and enforcement workflows — scaling from founding-stage concept to commercially validated product.
PRODUCT STRATEGY & BUSINESS IMPACT
- Defined and iterated product strategy aligned to ICP refinement, competitive positioning, and long-term revenue growth
- Refined segment focus to concentrate capacity on highest-value enforcement use cases, improving customer retention and average contract value
- Redesigned pricing and packaging after identifying that a modular, feature-based model was enabling customer cherry-picking and creating confusion at the point of sale. Collapsed a multi-page pricing structure into a single-page, outcome-based model — anchored on what the customer actually wanted to protect, not which modules they selected. Contributed directly to a 10× ACV increase on a key account (€500 → €5,000/month)
- Replaced ad-hoc stakeholder-driven prioritisation with a structured decision framework — coupling OKR alignment, ICE scoring, and a fixed roadmap split (50% strategic initiatives / 30% customer feedback / 20% tech debt) — ending a pattern where sales requests and leadership interventions routinely displaced planned work mid-quarter
- Redesigned the customer onboarding process after identifying a recurring failure pattern: misaligned sales commitments, missing customer-side inputs, and siloed handoffs between sales, CS, and product were routinely delaying time-to-value. Introduced structured pre-onboarding requirements and cross-functional handoff protocols — ensuring customers arrived with the data needed to go live, and internal teams operated from a shared baseline
LEADERSHIP, DELIVERY & OPERATING MODEL
- Built and led a 20-person cross-functional organisation spanning product management, engineering, design, and operations
- Introduced OKR-driven planning and quarterly review cadences, providing consistent strategic alignment across functions and seniority levels
- Built decision-routing frameworks that pushed operational and product decisions down to team level — replacing a pattern where analysts and PMs escalated routine calls (e.g. enforcement actions, edge-case handling) to leadership by default. Defined clear ownership boundaries and decision criteria so the team could act independently on the vast majority of cases, freeing leadership capacity for genuinely non-standard situations
AI-ENABLED PRODUCT & WORKFLOW TRANSFORMATION
- Led the development of an AI-enabled website detection system that replaced much of a previously manual review process, reducing analyst workload by 70–90%
- Redesigned key operational workflows to incorporate AI-enabled classification and decision routing, increasing detection throughput 20× without linear cost growth
- Defined AI product KPIs covering coverage, accuracy, and false positive rate — embedding measurable quality standards into the development cycle
- Defined where automation should replace, support, or escalate human decisions, balancing scale, quality, and customer-facing risk
PRODUCT STRATEGY & BUSINESS IMPACT
- Defined and iterated product strategy aligned to ICP refinement, competitive positioning, and long-term revenue growth
- Refined segment focus to concentrate capacity on highest-value enforcement use cases, improving customer retention and average contract value
- Redesigned pricing and packaging after identifying that a modular, feature-based model was enabling customer cherry-picking and creating confusion at the point of sale. Collapsed a multi-page pricing structure into a single-page, outcome-based model — anchored on what the customer actually wanted to protect, not which modules they selected. Contributed directly to a 10× ACV increase on a key account (€500 → €5,000/month)
- Replaced ad-hoc stakeholder-driven prioritisation with a structured decision framework — coupling OKR alignment, ICE scoring, and a fixed roadmap split (50% strategic initiatives / 30% customer feedback / 20% tech debt) — ending a pattern where sales requests and leadership interventions routinely displaced planned work mid-quarter
- Redesigned the customer onboarding process after identifying a recurring failure pattern: misaligned sales commitments, missing customer-side inputs, and siloed handoffs between sales, CS, and product were routinely delaying time-to-value. Introduced structured pre-onboarding requirements and cross-functional handoff protocols — ensuring customers arrived with the data needed to go live, and internal teams operated from a shared baseline
LEADERSHIP, DELIVERY & OPERATING MODEL
- Built and led a 20-person cross-functional organisation spanning product management, engineering, design, and operations
- Introduced OKR-driven planning and quarterly review cadences, providing consistent strategic alignment across functions and seniority levels
- Built decision-routing frameworks that pushed operational and product decisions down to team level — replacing a pattern where analysts and PMs escalated routine calls (e.g. enforcement actions, edge-case handling) to leadership by default. Defined clear ownership boundaries and decision criteria so the team could act independently on the vast majority of cases, freeing leadership capacity for genuinely non-standard situations
AI-ENABLED PRODUCT & WORKFLOW TRANSFORMATION
- Led the development of an AI-enabled website detection system that replaced much of a previously manual review process, reducing analyst workload by 70–90%
- Redesigned key operational workflows to incorporate AI-enabled classification and decision routing, increasing detection throughput 20× without linear cost growth
- Defined AI product KPIs covering coverage, accuracy, and false positive rate — embedding measurable quality standards into the development cycle
- Defined where automation should replace, support, or escalate human decisions, balancing scale, quality, and customer-facing risk
Esther Habibi
Senior Product Manager & Consultant
Last position:
Guest Lecturer (Freelance) at CODE University
- Held two on-site guest lecture sessions for Product Management students covering “Agile Values Principles” and “Implementing Agile Processes”
Esther Habibi
Senior Product Manager & Consultant
Last position:
Guest Lecturer (Freelance) at CODE University
- Held two on-site guest lecture sessions for Product Management students covering “Agile Values Principles” and “Implementing Agile Processes”
- Held two on-site guest lecture sessions for Product Management students covering “Agile Values Principles” and “Implementing Agile Processes”
Niharika Ghosh
Staff Product Lead - Pricing & Insight
Last position:
Staff Product Lead - Pricing & Insight at University of Illinois Urbana-Champaign
Niharika Ghosh
Staff Product Lead - Pricing & Insight
Last position:
Staff Product Lead - Pricing & Insight at University of Illinois Urbana-Champaign
Nikhil Kashid
Head of Product (Contract)
Last position:
Head of Product (Contract) at illuminem
- Leading product strategy and platform development for B2B sustainability solutions.
Nikhil Kashid
Head of Product (Contract)
Last position:
Head of Product (Contract) at illuminem
- Leading product strategy and platform development for B2B sustainability solutions.
- Leading product strategy and platform development for B2B sustainability solutions.
Jannis Wunderle
Interim Head of Product / Product Manager
Last position:
Product Management Consultant at reliance
- Translated the company’s ESG vision and strategy into a scalable product concept, defining user personas and end-to-end customer journeys.
- Designed a web application covering the full ESG transformation lifecycle.
- Built an interactive prototype (Base44) with user management and core features, enabling rapid stakeholder validation and alignment.
Jannis Wunderle
Interim Head of Product / Product Manager
Last position:
Product Management Consultant at reliance
- Translated the company’s ESG vision and strategy into a scalable product concept, defining user personas and end-to-end customer journeys.
- Designed a web application covering the full ESG transformation lifecycle.
- Translated the company’s ESG vision and strategy into a scalable product concept, defining user personas and end-to-end customer journeys.
- Designed a web application covering the full ESG transformation lifecycle.
- Built an interactive prototype (Base44) with user management and core features, enabling rapid stakeholder validation and alignment.
- Built an interactive prototype (Base44) with user management and core features, enabling rapid stakeholder validation and alignment.
Ayodeji Eluwande
Product Lead, Strategy and Operations
Last position:
Product Lead, Strategy and Operations at Skilladder AI
- Engineered and delivered a full-stack assessment platform from prototype to production, now the company’s primary product, using AI tools to build a multi-tenant dashboard.
- Cut assessment deployment time by 85% (from weeks to 24 hours) by building a template-based system with built-in scoring, proctoring, and participant management.
- Grew platform adoption to 6 recurring enterprise clients by owning the full product lifecycle: research, requirements, design, and hands-on development.
Ayodeji Eluwande
Product Lead, Strategy and Operations
Last position:
Product Lead, Strategy and Operations at Skilladder AI
- Engineered and delivered a full-stack assessment platform from prototype to production, now the company’s primary product, using AI tools to build a multi-tenant dashboard.
- Engineered and delivered a full-stack assessment platform from prototype to production, now the company’s primary product, using AI tools to build a multi-tenant dashboard.
- Cut assessment deployment time by 85% (from weeks to 24 hours) by building a template-based system with built-in scoring, proctoring, and participant management.
- Grew platform adoption to 6 recurring enterprise clients by owning the full product lifecycle: research, requirements, design, and hands-on development.
- Cut assessment deployment time by 85% (from weeks to 24 hours) by building a template-based system with built-in scoring, proctoring, and participant management.
- Grew platform adoption to 6 recurring enterprise clients by owning the full product lifecycle: research, requirements, design, and hands-on development.
Jonas Knipper
Product Lead
Last position:
Product Lead at Allright Group (Flightright)
- Large-scale B2C legal services platform operating across Europe in air passenger rights and in Germany across labor, mobility, and rental law.
- Owned the end-to-end onboarding and lifecycle foundations of a high-traffic customer acquisition funnel across 8 European markets, supporting ~10,000 new users per month and backed by €100k/month in paid acquisition spend.
- Led the architectural migration of the core intake and decision logic from fragmented legacy flows into a scalable workflow engine, increasing reliability, improving operational efficiency, and enabling faster iteration on funnel performance and user experience.
- Partnered closely with engineering, operations, and commercial stakeholders to optimize activation, manage complex edge cases, and ensure the platform could scale sustainably across markets without compromising performance or consistency.
- Introduced foundational product analytics and performance monitoring to increase visibility into activation, drop-offs, and lifecycle behavior, enabling data-driven prioritization and experimentation.
Jonas Knipper
Product Lead
Last position:
Product Lead at Allright Group (Flightright)
- Large-scale B2C legal services platform operating across Europe in air passenger rights and in Germany across labor, mobility, and rental law.
- Owned the end-to-end onboarding and lifecycle foundations of a high-traffic customer acquisition funnel across 8 European markets, supporting ~10,000 new users per month and backed by €100k/month in paid
- Large-scale B2C legal services platform operating across Europe in air passenger rights and in Germany across labor, mobility, and rental law.
- Owned the end-to-end onboarding and lifecycle foundations of a high-traffic customer acquisition funnel across 8 European markets, supporting ~10,000 new users per month and backed by €100k/month in paid acquisition spend.
- Led the architectural migration of the core intake and decision logic from fragmented legacy flows into a scalable workflow engine, increasing reliability, improving operational efficiency, and enabling faster iteration on funnel performance and user experience.
- Partnered closely with engineering, operations, and commercial stakeholders to optimize activation, manage complex edge cases, and ensure the platform could scale sustainably across markets without compromising performance or consistency.
- Introduced foundational product analytics and performance monitoring to increase visibility into activation, drop-offs, and lifecycle behavior, enabling data-driven prioritization and experimentation.
acquisition spend.
- Led the architectural migration of the core intake and decision logic from fragmented legacy flows into a scalable workflow engine, increasing reliability, improving operational efficiency, and enabling faster iteration on funnel performance and user experience.
- Partnered closely with engineering, operations, and commercial stakeholders to optimize activation, manage complex edge cases, and ensure the platform could scale sustainably across markets without compromising performance or consistency.
- Introduced foundational product analytics and performance monitoring to increase visibility into activation, drop-offs, and lifecycle behavior, enabling data-driven prioritization and experimentation.
Emilie Lindström
VP Product
Last position:
VP Product at Leading European Furniture Retailer
- Led a 25+ team product organisation, driving alignment, transparency, and operational efficiency.
- Introduced new collaboration processes with stakeholders to improve cross team communication and decision making.
- Established a cross functional peer mentoring program to strengthen knowledge sharing and leadership development.
Emilie Lindström
VP Product
Last position:
VP Product at Leading European Furniture Retailer
- Led a 25+ team product organisation, driving alignment, transparency, and operational efficiency.
- Introduced new collaboration processes with stakeholders to improve cross team communication and decision making.
- Led a 25+ team product organisation, driving alignment, transparency, and operational efficiency.
- Introduced new collaboration processes with stakeholders to improve cross team communication and decision making.
- Established a cross functional peer mentoring program to strengthen knowledge sharing and leadership development.
- Established a cross functional peer mentoring program to strengthen knowledge sharing and leadership development.
Vijay Shivarudraiah
Head of Digital Product
Last position:
Head of Digital Product at Allride GmbH
- Defined and executed the end-to-end vision for Allride’s core mobility product, launching a fully functional mobile app on iOS and Android in under 3 months.
- Led product from 0 to 1 crafting roadmap, aligning teams, and driving execution to meet user needs and business objectives.
- Built a tiered S/M/L/XL subscription model based on mobility usage, launching the first MVP with built-in rewards and coupons to drive adoption of Allride’s recurring plans.
- Designed and implemented a high-conversion referral program that rewarded both referrers and invitees, driving 12% of new user acquisition through organic growth loops.
- Developed and launched Allride for Work, a B2B mobility benefit solution that enabled companies to offer sustainable commute plans to employees, driving corporate adoption and unlocking a new recurring revenue stream.
- Aligned product initiatives with sustainable mobility goals, contributing to rapid growth and early media coverage.
Vijay Shivarudraiah
Head of Digital Product
Last position:
Head of Digital Product at Allride GmbH
- Defined and executed the end-to-end vision for Allride’s core mobility product, launching a fully functional mobile app on iOS and Android in under 3 months.
- Led product from 0 to 1 crafting roadmap, aligning teams, and driving execution to meet user needs and business objectives.
- Defined and executed the end-to-end vision for Allride’s core mobility product, launching a fully functional mobile app on iOS and Android in under 3 months.
- Led product from 0 to 1 crafting roadmap, aligning teams, and driving execution to meet user needs and business objectives.
- Built a tiered S/M/L/XL subscription model based on mobility usage, launching the first MVP with built-in rewards and coupons to drive adoption of Allride’s recurring plans.
- Designed and implemented a high-conversion referral program that rewarded both referrers and invitees, driving 12% of new user acquisition through organic growth loops.
- Developed and launched Allride for Work, a B2B mobility benefit solution that enabled companies to offer sustainable commute plans to employees, driving corporate adoption and unlocking a new recurring revenue stream.
- Aligned product initiatives with sustainable mobility goals, contributing to rapid growth and early media coverage.
- Built a tiered S/M/L/XL subscription model based on mobility usage, launching the first MVP with built-in rewards and coupons to drive adoption of Allride’s recurring plans.
- Designed and implemented a high-conversion referral program that rewarded both referrers and invitees, driving 12% of new user acquisition through organic growth loops.
- Developed and launched Allride for Work, a B2B mobility benefit solution that enabled companies to offer sustainable commute plans to employees, driving corporate adoption and unlocking a new recurring revenue stream.
- Aligned product initiatives with sustainable mobility goals, contributing to rapid growth and early media coverage.
Sidney François
Product Lead
Last position:
Product Lead at Midlane
Midlane is an AI-first HR and people operations system for frontline workers. We offered clients a full end-to-end workforce solution, including:
- Hiring tools
- Onboarding, offboarding, and compliance automation
- Employee management (HRIS)
- Payroll prep tools
Midlane was acquired in Q3 2025.
Sidney François
Product Lead
Last position:
Product Lead at Midlane
Midlane is an AI-first HR and people operations system for frontline workers. We offered clients a full end-to-end workforce solution, including:
- Hiring tools
- Onboarding, offboarding, and compliance automation
Midlane is an AI-first HR and people operations system for frontline workers. We offered clients a full end-to-end workforce solution, including:
- Hiring tools
- Onboarding, offboarding, and compliance automation
- Employee management (HRIS)
- Payroll prep tools
Midlane was acquired in Q3 2025.
- Employee management (HRIS)
- Payroll prep tools
Midlane was acquired in Q3 2025.
Sören Von Sebelin
Interim Product Lead, Owner, Manager and Consultant
Last position:
Interim Product Lead, Owner, Manager and Consultant at Freelance
- Trained and coached management and product teams on effective discovery and delivery methods, optimizing their performance.
- Orchestrated workshops for ideation, alignment, and strategy, resulting in successful product launches and optimizations.
- Provided training and guidance to the team in the absence of senior product leadership.
- Created, executed, and managed product roadmaps and strategies with agile cross-functional teams, throughout various branches and companies.
- Products & Projects: MarTech CMS replatforming (IU Group), kurando App launch (eCommerce), IU.de (Marketing B2C), recup Partner Shop (eCommerce B2B), AboutYou Online shop (eCommerce).
Sören Von Sebelin
Interim Product Lead, Owner, Manager and Consultant
Last position:
Interim Product Lead, Owner, Manager and Consultant at Freelance
- Trained and coached management and product teams on effective discovery and delivery methods, optimizing their performance.
- Orchestrated workshops for ideation, alignment, and strategy, resulting in successful product launches and optimizations.
- Provided training and guidance to the team in the absence of senior product leadership.
- Trained and coached management and product teams on effective discovery and delivery methods, optimizing their performance.
- Orchestrated workshops for ideation, alignment, and strategy, resulting in successful product launches and optimizations.
- Provided training and guidance to the team in the absence of senior product leadership.
- Created, executed, and managed product roadmaps and strategies with agile cross-functional teams, throughout various branches and companies.
- Products & Projects: MarTech CMS replatforming (IU Group), kurando App launch (eCommerce), IU.de (Marketing B2C), recup Partner Shop (eCommerce B2B), AboutYou Online shop (eCommerce).
- Created, executed, and managed product roadmaps and strategies with agile cross-functional teams, throughout various branches and companies.
- Products & Projects: MarTech CMS replatforming (IU Group), kurando App launch (eCommerce), IU.de (Marketing B2C), recup Partner Shop (eCommerce B2B), AboutYou Online shop (eCommerce).
Paulo Andrade
Founder and Product Lead
Last position:
Founder and Product Lead at Muvuca Solutions
- Lead a climate tech consultancy end to end, coordinating cross-functional teams, owning client strategy and project management, and delivering ESG strategies and AI-first products.
- Stay hands-on across discovery, analytics, roadmapping, architecture, and QA to safeguard execution quality.
- Designed, developed, and launched Jody, an AI travel planner (demo credentials provided).
Paulo Andrade
Founder and Product Lead
Last position:
Founder and Product Lead at Muvuca Solutions
- Lead a climate tech consultancy end to end, coordinating cross-functional teams, owning client strategy and project management, and delivering ESG strategies and AI-first products.
- Lead a climate tech consultancy end to end, coordinating cross-functional teams, owning client strategy and project management, and delivering ESG strategies and AI-first products.
- Stay hands-on across discovery, analytics, roadmapping, architecture, and QA to safeguard execution quality.
- Designed, developed, and launched Jody, an AI travel planner (demo credentials provided).
- Stay hands-on across discovery, analytics, roadmapping, architecture, and QA to safeguard execution quality.
- Designed, developed, and launched Jody, an AI travel planner (demo credentials provided).
Mitya Frikh-Khar
Product Leader | B2B/B2C SaaS | Building Discovery, Alignment & Delivery Systems
Last position:
Chief Product Officer at SHC Group
Defined product strategy for healthcare identity management: B2B platform expansion, compliance foundation for future audits, and expansion into new practitioner segments
Assessed payment platform viability through customer interviews—evidence showed customers needed 7 distinct solutions, not one platform
Took on CTO role after departure—established predictable development process, achieved 80%+ delivery predictability
Built structured product function: assessed capabilities, enabled scaling, hired Senior PMs, defined Product and Product Development responsibilities across organization (resolved conflicting interpretations)
Built product operating system: outcome roadmaps, discovery/validation processes, data-driven decisions—shifted team to strategic planning
Enabled transparent growth paths: created career frameworks across Product, Customer Success, and Engineering
Planned loss → profit, 19% revenue growth
70% interruption reduction
80%+ delivery predictability
Velocity +100-150%
Developer satisfaction 75-80%
Cross-functional alignment across Product/Engineering/Sales/Marketing/CS
Mitya Frikh-Khar
Product Leader | B2B/B2C SaaS | Building Discovery, Alignment & Delivery Systems
Last position:
Chief Product Officer at SHC Group
- Defined product strategy for healthcare identity management: B2B platform expansion, compliance foundation for future audits, and expansion into new practitioner segments
- Assessed payment platform viability through customer interviews—evidence showed customers needed 7 distinct solutions, not one platform
Defined product strategy for healthcare identity management: B2B platform expansion, compliance foundation for future audits, and expansion into new practitioner segments
Assessed payment platform viability through customer interviews—evidence showed customers needed 7 distinct solutions, not one platform
Took on CTO role after departure—established predictable development process, achieved 80%+ delivery predictability
Built structured product function: assessed capabilities, enabled scaling, hired Senior PMs, defined Product and Product Development responsibilities across organization (resolved conflicting interpretations)
Built product operating system: outcome roadmaps, discovery/validation processes, data-driven decisions—shifted team to strategic planning
Enabled transparent growth paths: created career frameworks across Product, Customer Success, and Engineering
Planned loss → profit, 19% revenue growth
70% interruption reduction
80%+ delivery predictability
Velocity +100-150%
Developer satisfaction 75-80%
Cross-functional alignment across Product/Engineering/Sales/Marketing/CS
Took on CTO role after departure—established predictable development process, achieved 80%+ delivery predictability
Built structured product function: assessed capabilities, enabled scaling, hired Senior PMs, defined Product and Product Development responsibilities across organization (resolved conflicting interpretations)
Built product operating system: outcome roadmaps, discovery/validation processes, data-driven decisions—shifted team to strategic planning
Enabled transparent growth paths: created career frameworks across Product, Customer Success, and Engineering
Planned loss → profit, 19% revenue growth
70% interruption reduction
80%+ delivery predictability
Velocity +100-150%
Developer satisfaction 75-80%
Cross-functional alignment across Product/Engineering/Sales/Marketing/CS
Discover over 15,000 top freelancers
Heads of Product statistics
Aggregated from the professional profiles of matched freelancers.
Experience
17 years
Position duration
2.4 years
Positions per freelancer
8
Top business areas
Product Development, Strategy, Information Technology
Top industries
Information Technology, Professional Services, Retail
Certification focus areas
Product Development, Project Management, Business Intelligence
Bachelor's degree or higher
97%
Master's degree or higher
70%
Doctorate
9%
Certifications per freelancer
1
Most common languages
English, German, French
Speak two or more languages
97%
Daily Rate Distribution
The chart shows how the daily rates of freelancers in this role are distributed, based on recent contracts on our platform. Each bar covers a rate range — its height shows how many freelancers charge within that range. Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
Average rates for Heads of Product & Seniority distribution
Rates are based on recent contracts and do not include FRATCH margin.
The average daily rate is the mean of all daily rates from recent contracts of comparable freelancers on our platform.
The median daily rate is the middle value of all daily rates — half of comparable freelancers charge less, half charge more. Unlike the average, it is barely affected by outliers.
Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
Frequently Asked Questions
Need more info? We have all the details about FRATCH
A Head of Product owns product direction, not just backlog grooming. They define priorities, guide discovery, and make sure the roadmap supports business goals. In practice, that means aligning design, engineering, sales, and leadership around the same product decisions.
Look for strong product judgment, clear communication, and the ability to make trade-offs. A good candidate also knows how to use data, customer feedback, and market context to shape decisions. If they cannot lead cross-functional teams, they are not the right fit.
A Head of Product usually works at a higher level and carries broader ownership. A Product Manager often focuses on one product area or squad, while the Head of Product sets direction across multiple teams or the full portfolio. In smaller companies, one person may cover both scopes.
A freelance Head of Product makes sense when you need leadership now, but the long-term org shape is still changing. It is also useful when a founder needs help resetting product priorities, or when a team is between permanent leaders. That gives you speed without locking in the wrong structure too early.
A Head of Product can work well remotely if the team has strong rituals and clear ownership. In Berlin, many companies mix remote work with selected on-site sessions for workshops, stakeholder alignment, and roadmap planning. The best setup depends on how much change the role needs to drive.
Besides Head of Product, companies often search for product lead, VP Product, or product director. These titles can describe similar senior product leadership work, but the exact scope varies by company size and stage. Always check whether the person has owned strategy, people, and roadmap decisions, not only features.
Ask for examples of how the Head of Product changed priorities, handled conflict, and improved outcomes. Strong candidates can explain the problem, the decision, and the result without hiding behind jargon. You should also listen for how they work with engineers and founders when opinions differ.
Useful deliverables include a clear product vision, a prioritised roadmap, decision frameworks, and a cleaner discovery process. Depending on the project, they may also leave team rituals, KPI definitions, and better stakeholder alignment. The goal is not only advice, but a product function that works after they step back.
The average hourly rate for Heads of Product in Berlin is 122 €, which corresponds to a daily rate of about 972 € based on an 8-hour working day.
Of the freelancers working as Heads of Product in Berlin, 97% hold at least a Bachelor's degree, 70% hold at least a Master's degree, and 9% hold a doctorate.
On average, freelancers working as Heads of Product in Berlin have 17 years of professional experience, with a single engagement typically lasting around 2.4 years.
The most common languages among freelancers working as Heads of Product in Berlin are English (100%), German (91%), and French (29%).
The most common industries among freelancers working as Heads of Product in Berlin are Information Technology (94%), Professional Services (50%), and Retail (50%).
The most common business areas among freelancers working as Heads of Product in Berlin are Product Development (100%), Strategy (82%), and Information Technology (71%).
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Our freelancers and interim experts are at home across the DACH region — available on-site in the major business hubs or fully remote. Choose a location to discover matched specialists, local market insights and up-to-date availability.
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Philipp Thomaschewski
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