A Product and Technology Leader who Still Builds.
Who I am
I started as an engineer. I moved into product because the hardest problems live between the technology and the business.
My career began in the technical trenches, building systems, architecting cloud platforms, and getting close to the code. Over time, I realised that the harder problems were not in the technology itself, but in the gap between what technology could do and what organisations were able to use it for.
That gap is where I now work. As a Product and Technology Director, I lead across the full life of a product, from strategy and stakeholder alignment through to architecture decisions and delivery. I have led teams of 70+, managed platform portfolios worth up to $15M and built a product management functions from scratch. I am comfortable in the boardroom and in the sprint review, and I think that dual fluency is what separates a technically correct solution from one that actually drives change.
I work at the point where technology decisions become business decisions: defining product vision, shaping strategy, building teams and making sure what gets built actually delivers value.
What I’ve done
Taking complex, ambiguous technology challenges and turning them into product strategies that teams can execute against.
Over 15+ years I have led product and platform work across finance, commodities, energy, life sciences, logistics and advertising, from mission-critical trading infrastructure to AI-ready enterprise platforms. The work tends to fall into four areas.
Building product organisations
I build product management functions and the teams around them, defining roles, ways of working and the OKRs and governance needed to run many products at once. That includes equipping teams with AI agents so they can take on more without growing in step. I have led globally distributed teams of 70+ and mixed teams of engineers, data scientists, designers and product owners.
Platform strategy and adoption
I own strategy, roadmap and P&L for platform portfolios worth up to $15M, and treat platforms as products with users who can choose to leave. Adoption comes from self-service and phased rollout, not mandates, and has reached thousands of users, including AI agents as a new class of consumer.
Cloud, data and AI delivery
I have led the design and delivery of cloud, data and AI platforms in regulated environments such as pharmaceuticals, biotechnology and financial services, including MLOps frameworks that take models safely into production. Automation has cut provisioning times by up to 60%, deployment times by 75% and recovery times by 50%. I use a framework that aligns the traditional product lifecycle with AI product management so clients can deliver within the processes they already have, described in Blending AI and Product Management.
Cost, security and advisory
I put cost governance across multiple clouds in place, delivering significant annualised savings, and embed secure-by-design controls that measurably improve security benchmark scores. I also work directly with C-suite stakeholders, running workshops that shape multi-year cloud adoption and modernisation roadmaps, and have helped grow strategic client accounts through new offerings and go-to-market strategy.
Education
Continuing to learn isn’t a nice-to-have. In a field that moves this fast, it’s the minimum viable commitment.
I built on an engineering foundation with executive programmes at the intersection of product, technology and strategy.
- Imperial College: MSc in Electrical Engineering, Control Systems
- Stanford University: Product Management Accelerated Program (Stanford Online published a learner story on how I applied it)
- MIT: Technology and Innovation Acceleration; Digital Transformation: Platform Strategies for Success; Organisational Design for Digital Transformation
- Cornell University: AI Strategy
- Columbia Business School: Digital Strategies for Business
- City University of London: Risk Management in Banking and Finance
I also hold certifications across cloud platforms (AWS, Google Cloud, Azure), AI and machine learning, Kubernetes and agile leadership. Full details are on my LinkedIn and Credly profiles.
How I think
Strategy without delivery is still fiction. Delivery without strategy is cheap to start and expensive to own.
Read how my thinking has evolved with AI here.
I believe the best products come from leaders who understand both the technology and the business problem deeply enough to make hard trade-offs. I am most effective in environments where complexity is high and clarity is needed, where the challenge isn’t just what to build, but how to organise people and strategy around building it well.
I also believe that staying hands-on matters. I still build things, tools, prototypes, experiments, because it keeps my product instincts grounded in what’s actually possible, not just what looks good on a roadmap.
Get in touch
I am always open to interesting conversations. The best way to reach me is via LinkedIn. Feel free to connect and say hello.