Sheet 03 · Areas of practice
The domains in which I have carried accountability, and the judgement I bring to each.
How I lead
Product leadership is a discipline of choosing. I connect customer evidence with commercial judgement and technical possibility, so teams understand why an investment matters and what would cause us to change direction.
At scale
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
In practice
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.