I’m a product strategist and technologist based in London, with extensive international experience and a specialism in regulated industries.
For over ten years my job has been building new things inside large organisations: the first API products at Barclays Wealth Management, an AI product suite at AstraZeneca taken from buy-in to live across four markets.
Companies hire me for innovation and transformation, and what they get is someone equally at home with an executive committee and an engineering squad. Most of my work has been in pharma and financial services, where getting sign-off is as much of the job as getting things built.
When direction is fuzzy or contested and the organisation needs a plan it can realistically fund. I identify and prioritise the commercial opportunities, build the roadmap and a business case that can get buy-in and achieve business goals.
Getting a plan funded means presenting it to decision-makers and holding my own in the questions that follow. I’m comfortable in complex stakeholder environments, and I keep functions and silos aligned while delivery runs.
When something needs to exist that doesn’t yet. I take it from opportunity through to live product: the commercial case, the team, the build, and the decisions about what to leave out. I do this best when I can stay close to both the business logic and the engineers.
When a promising proof of concept is stuck in the lab. I take it to production: feasibility with the engineers early (before the business case commits to something expensive), the right MVP, testing, rollout across markets, and success measured against the business goal it was built for.
When the ambition is signed off but the organisation is not built to deliver it yet. I plan and run the change alongside the people it affects: how teams are structured, how decisions get made, what new skills are needed, and what processes need to flex. The measure of success is that people work differently afterwards, and the change holds when you’re no longer watching.
When product practice has become heavier than the product. I look at how the teams work, how discovery happens, how priorities get set, and what’s creating friction. The goal is empowered cross-functional teams that own outcomes, fewer handoffs, and an organisation that stays stronger after I leave.
Tell me what’s going on and I’ll come back to you.
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