Work

Challenge

Onboarded onto the Premier League's web, iOS and Android platform in three days with minimal handover from a PM who'd held the role for 4–5 years, becoming the primary product point of contact while the team prepared a major live-streaming launch in Singapore.

What I did

• Owned day-to-day platform stability, bug fixes, and fire-fighting through the Singapore launch so the rest of the squad could focus on shipping it.
• Redesigned and re-implemented the archive page end-to-end, and resolved analytics tracking issues to restore data reliability.
• Launched an A/B testing framework with the Premier League, shifting the team toward data-driven decision making.
• Worked with Two Circles to launch a personalised content rail and kicked off multilingual site support.
• Moved onto .PLAY, Beyond Sport's gamification product, as PDM for Loyalty & Rewards. Won two pitches, including extending a Premier League loyalty concept into a white-label system for LIV Golf.
• Led feature delivery across leaderboards, analytics, fan associations, and localisation, and shaped the strategy for upcoming mini games.

Outcome

The platform stayed stable through one of the Premier League's biggest launches. A/B testing is now part of how the team ships. The LIV Golf loyalty pilot became a reusable white-label product, backed by two newly-won pitches and a standardised PRD process for the team to build on.

Challenge

Joined a team that had lost its rhythm: no sprint rituals, no clear KPIs, ML workflows full of unresolved bottlenecks. Scientists were running models manually via scripts. Customers couldn't self-serve. Leadership had lost visibility into what was actually being built.

What I did

• Implemented proper sprint rituals and customer-centric KPIs tied to a clear North Star metric, turning around team morale and output.
• Optimised ML/AI and cloud workflows sprint by sprint, resolving accuracy and performance bottlenecks that had stalled delivery.
• Collaborated with sales, customer success, and science to build a prioritised roadmap addressing real customer pain points.
• Integrated LLM workflows into the production pipeline and partnered with an AWS bootcamp to add agentic AI capabilities.
• Transformed manual script-based infrastructure into a self-service SAAS platform, connecting observability projects to measurable KPIs.

Outcome

F1 score doubled. Manual processes replaced by a self-service SAAS platform. LLM workflows shipped to production. More importantly, the team had a clear North Star, working practices that stuck, and engineers who knew what they were building and why.

Challenge

what3words had scaled fast and it showed: frontend, backend, and DevOps operating in silos, a backend serving millions of users carrying ten years of technical debt, and an API product that had outgrown its original design. Commercial growth was stalling because the product couldn't keep pace with customer demand.

What I did

• Unified fragmented teams through structured working practices and enhanced integration with BD and marketing, shifting the org to customer-centric product development.
• Led infrastructure modernisation, delivering CI/CD improvements that accelerated development velocity across the engineering org.
• Redesigned the API offering end-to-end, working closely with commercial stakeholders to align the product to customer acquisition goals.
• Collaborated with the Head of Engineering to systematically address 10-year scale-up technical debt across a backend serving millions of users.

Outcome

Paying customers tripled. CI/CD improvements cut the friction out of every release cycle. The technical debt work, unglamorous but overdue, gave the engineering team the headroom to actually build new things rather than fight the old ones.

Challenge

Pollen was growing fast in the travel and events space but the product and engineering teams were pulling in different directions. Strategy wasn't connecting to delivery. I came in across both Programme and Product management, a rare hybrid that needed someone comfortable with the ambiguity of doing both at once.

What I did

• Developed cascading OKRs with Product and Engineering leadership, aligning team objectives directly with company strategy.
• Led development of a low-code MVP for reservation data access, reducing operational costs for internal teams.
• Delivered in-checkout VIP upgrade functionality to increase revenue per booking.
• Translated business needs into wireframes while coordinating cross-functional delivery across both product and programme remits.

Outcome

OKRs gave leadership visibility they hadn't had. The VIP upgrade feature added a new revenue line in-checkout. The data access MVP cut operational overhead for the ops team. Six months, two job titles, two sets of deliverables, all shipped.

Challenge

Canonical had the enterprise product: Ubuntu Pro subscriptions, support contracts, commercial services, but no coherent place to buy them online. ubuntu.com/advantage didn't exist yet. The goal was to design, build, and ship it while simultaneously managing web, brand, and design-system squads who all had a stake in the outcome.

What I did

• Led the UX/UI redesign and end-to-end launch of ubuntu.com/advantage, Canonical's commercial storefront for Ubuntu Pro and enterprise subscriptions.
• Managed web, commercial, brand, and Vanilla design-system squads, coordinating daily stand-ups and cross-team dependencies to ensure seamless delivery.
• Restructured roadmap planning processes, improving delivery accuracy and increasing engineering engagement through clearer requirements.

Outcome

ubuntu.com/advantage launched and drove SAAS revenue growth. The more lasting outcome: the work proved the commercial case for a dedicated squad, which Canonical then created. That team is still running it. Sometimes the real output of a product launch is the organisation it builds around itself.