Evgeny
Fayvuzhinskiy

Chief Product Officer

Space307·Limassol, Cyprus

I read product through its economics, decide fast on argued bets, and sign the calls I make.

Profile

I’ve spent nine years at Space307, a global trading platform: five pricing the risk, three building the monetization function, and this last one running product. Economics and craft are both necessary, but neither alone makes a product thrive.

What makes it thrive is organizational, and it’s where my weight is now. We used to move only at near-certainty: months of research, long A/B tests. I’m moving us to fast, cheap bets argued from the evidence at hand, with heavy tests saved for where the payoff is real. The first stream to try it cut a quarter’s build to a month, and that’s now the bar for the rest. When a call can’t wait for clean data, I make it and sign it.

On paper I run all of this; in practice I lead it through the people who own each part, and I step in where the economics are at stake. When something’s wrong, I name it plainly.

Point of view

A belief I build and hire against: product durability is an economics problem before it’s a feature problem. In a category like mine, where regulation closes in and growth gets expensive, the products that last are the ones whose unit economics still hold once the easy wins are gone. I’d rather get the money model right than repaint the funnel.

Trajectory

2017 – 2022

Quant · Risk Management

With a Master’s in financial mathematics, I started as a quant, owning the pricing and risk end of the book: how every instrument we trade is priced and hedged. I grew from junior to senior, designed hedging methods and new instruments with the team, and the hardest live-market decisions landed on my desk. By the end I was as deep in the product as in the math, which is how the monetization mandate found me.

2022 – 2025

Monetization Lead

At the time, monetization wasn’t a function yet, just scattered across teams and owned by no one. In 2022 the head of risk carved it out inside his department and handed it to me, and I built it from scratch: new instruments designed around how people trade, partner-network economics, retention trade-offs, and the team that runs it today. Our work on why new traders leave in their first hours became the base of the company’s retention strategy. In 2025 I took monetization out of risk as a function of its own, and then into product with me. This is where I stopped doing the analysis and started leading the people who do it, and where I first had a hand in company strategy.

2026 – Now

Chief Product Officer

I own product end to end: cross-functional delivery streams, plus design, research, a growth-experimentation function, and monetization, which I brought with me. I sit on the company’s management team. I took over the company’s main product objective in late 2025 and the role in January. The streams were already in place, and I redrew where each one’s ownership starts and stops. That was the easy part. The work now is getting the streams to close the gaps between their metrics rather than each chase its own, with every roadmap review starting in the unit economics.

How I lead

The constraint is never where it was last quarter.

These days AI makes shipping cheap, so the bottleneck moved from how fast we build to how well we decide. So I’m shifting the org’s weight from execution to judgment.

A model tells you where to look, not what to do.

I built these models for years, so I know their limits. What matters is telling the bets that compound from the ones that just demo well.

The people calls are the ones to get right.

Hiring well and growing the people with runway is the part I love; letting someone go is the part I most respect. I do both early and honestly, with as much care for the person leaving as for the team staying.

Know when to tune the engine and when to swap it.

Most of the work is tuning how the money gets made. The rarer, more valuable call is reading where regulation and the market are heading, and knowing when tuning stops paying and the engine has to change, before the numbers say so.

Contact

Where I’m most useful outside my own company is the money model: pricing, unit economics, and building monetization as a function. I take the occasional talk, mentor when I can, and I’m always glad to hear from anyone building something where the economics are the hard part. My team at Space307 is hiring, too.

linkedin.com/in/evgeny-fayvuzhinskiy evgeny@fayvuzhinskiy.com t.me/epicwin space307.team