01
Product and technology turnarounds
When roadmaps are crowded, teams are frustrated and delivery has slowed, I help find the constraint, reset the work and rebuild momentum.
Working together
Start with the problem, not the engagement model.
I work with software leaders when something important has stopped moving, or when the next stage of the company demands a different way of building. What the situation actually needs comes out of the first conversation, not a service menu.
My experience in senior product and technology roles is set out under executive leadership. This page is about advisory, fractional and project-based work, across SaaS transformation, AI and product and engineering.
How I help
The problem is rarely a lack of ideas.
It is usually complexity nobody planned for, ownership that has quietly blurred, or an operating model the company has outgrown. I work with leadership teams to clear what is in the way so useful work can start moving again.
02
AI, from intent to execution
AI changes products and the way companies operate. I help leaders choose where it matters, redesign the work and ship useful capability.
03
Executive partner
Founders and CEOs do not always need another report. Sometimes they need an experienced product and technology operator alongside them while the hard decisions get made.
04
Organisations built to deliver
As companies grow, the structure that got them here can start holding them back. I simplify ownership, decision-making and the path from idea to customer.
Ways to work together
The shape follows the problem.
Sometimes the right role is a sounding board for a founder who has nobody else to test the decision on. Other times it means stepping into the work and owning part of it. These are common starting points, not packaged services.
Executive advisor
Advice on product and technology decisions for a CEO, founder or leadership team. I help with the decision and someone else carries it out.
Fractional CPTO
Direct responsibility for product and technology leadership over a defined period, so the organisation is not left waiting for a permanent appointment.
Transformation leadership
Leading one specific change, such as a platform consolidation, an operating model reset or an acquisition integration, from diagnosis through delivery.
Board advisor and speaking
An independent view for boards and investors on technology spend, execution risk and AI opportunity, plus talks for audiences working through the same questions.
Let’s talk
Tell me what isn’t moving.
No pitch deck required. A little context about the business, the constraint and what you have already tried is a good place to start.