Selected leadership work
A record of the challenges I was accountable for, the choices I made and what changed as a result.
12 M
Active customers
Across four product lines
+46
Net Promoter Score gain
After a discovery-led redesign
3
Products to $100 M ARR
From zero, in five years
70%
Roadmap retired
To focus on what customers valued
Case 01
The product portfolio had become a collection of commitments without a shared view of customer value. I worked with commercial and engineering leaders to identify the problems each initiative addressed, the evidence behind them and the capacity required. We reduced competing priorities and gave each remaining investment an explicit learning objective.
Case 02
A proposed feature had strong internal support but an unclear user problem. We ran a focused discovery programme with customers, observed the work surrounding the request and tested a smaller proposition. The findings changed both the product scope and the way the team described the value to customers.
Case 03
A launch met its delivery milestone but required a clearer path to adoption. I brought product, customer success and sales into a common review of onboarding friction, usage signals and customer expectations. Product decisions were then informed by the whole customer journey rather than release completion alone.
In the words of others
Gave the whole company a shared definition of what customers actually need.
Says no with more clarity and kindness than anyone I know.