How I work

Strategy. Alignment. Outcomes.

These are the principles that have shaped my approach over 15 years of product and platform leadership across global organisations. Not rules, but values I have seen deliver results consistently.

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People, process, and technology succeed or fail together.

The right people, paired with the right technology, underpinned by the right process. Each one only compensates for gaps in the other two up to a point, and platforms that over-invest in one while neglecting the others stall regardless of how good that one part is. Introducing a single prioritisation model across 18 markets only worked because the technology gave every market the same system, the process gave it consistent criteria, and getting the right people bought in gave it the authority to actually change how decisions got made.

See this in practice: Agile transformation across 18 European markets

Start with the operating model, not the backlog.

Most delivery problems are not backlog problems. They are ownership problems, governance problems, or operating model problems. Before touching the roadmap, I map how work flows through the organisation and where it breaks down. The fix is usually structural, not tactical.

See this in practice: Fortescue: Rebuilding a Global Delivery Model

Single source of truth matters.

When the same question gets asked repeatedly, the problem is rarely the person asking. It is the absence of a place they could have gone to find the answer themselves. I invest in documentation and governance frameworks that give a business, its markets, and its agency partners one place to go, versioned and kept current, rather than accepting repeated ad hoc questions as a fixed cost of running a platform.

See this in practice: Building a Documentation and Knowledge Governance Framework

Budget ownership is product ownership.

A product manager who does not understand the commercial model of their platform is managing tasks, not products. I take full accountability for spend, forecasting, and commercial governance as part of the role, not as a separate finance function's responsibility.

See this in practice: Honda Budget: Closing at 0.02% Variance

Agencies are part of the team, not outside it.

Adversarial agency relationships destroy delivery velocity. I invest in onboarding, process design, and governance structures that treat agency partners as extensions of the internal team, with the same standards and the same accountability.

See this in practice: Honda Supplier Transition: Zero Downtime

Clarity is a deliverable.

Ambiguity is expensive. One of the most valuable things a product leader can produce is a clear, shared understanding of priorities, ownership, and direction. I treat roadmaps, backlogs, and governance frameworks as communication tools first. If the team cannot explain the plan, the plan is not finished.

See this in practice: Fortescue: Rebuilding a Global Delivery Model

The best decisions survive scrutiny.

I present recommendations with the evidence behind them, including the assumptions I am making and the risks I am accepting. Decision-making at speed does not require shortcuts in thinking. If I cannot defend a decision clearly, I have not finished thinking about it.

See this in practice: Joined-up CRM for Type 2 diabetes patients

Get in touch

Let's talk.

Whether you want to discuss a role, explore a collaboration, or simply connect, I would be happy to hear from you.