About me

I am a Senior Product Owner who is most useful when the product work is unclear. The problem is real, several parts of the business are affected, and the right solution has not yet been worked out.

I did not enter product through a textbook route. I started in customer service, payments, fraud, and live operations before moving into a product role at King.

After 14 years at King, I chose to take some proper time away from work before deciding what should come next. Part of that period was spent travelling and bikepacking, including around four months on the road.

I later continued in product roles at Lendo and Clearon. That background still shapes how I work. I tend to notice the manual work, unclear decisions, edge cases, and operational dependencies that are easily missed when a product is viewed only through its interface.

Over the past ten years, I have worked with payment flows, subscriptions, insurance, consent, third-party integrations, fraud tooling, and internal operational systems. The common thread is not a particular feature or industry. It is taking something complicated and making it easier to understand, decide on, and deliver.

I am hands-on during discovery. I use AI-assisted tools to prototype flows, build small working tools, test logic, and expose missing states before engineering commits substantial time. Prototype code is not production software. The point is to shorten the distance between an idea and something the team can inspect, challenge, and improve.

I care about practical outcomes more than product theatre. A successful product change may improve conversion or customer experience, but it may also reduce support escalations, remove repetitive work, lower operational risk, or make a complicated system easier to maintain.

I work best with people who are open about constraints, willing to challenge assumptions, and more interested in a good outcome than in protecting their own solution.

How I lead

Most of my leadership has been as a Product Owner, where you lead almost entirely without authority. I hold the final call on product decisions, but I would rather reach one through discussion than announce it. The people I work with usually know their craft better than I do, so my job is to help them do it well. I keep the goal clear, remove what is in the way, and make the work as easy to get on with as possible.

I try to keep things calm. No drama, no manufactured urgency, and as little stress passed down the line as I can manage. I take on as much of the outside noise as I can so the team can concentrate, and I protect their focus when it comes under pressure. I collaborate closely with designers and engineers, listen properly, and change my mind when they are right.

Earlier at King I also led a small second-line payments and risk team directly. That taught me the same thing from the management side. People do their best work when they trust the person leading them, know what actually matters, and are not being pulled in five directions at once.

What I bring

Outside work

Outside work, I spend time with family and friends, read, watch far too many television series, and get out on the bike when I can. I like gravel cycling and bikepacking, partly because they reward the same kind of practical thinking. Understand the situation, work with what is available, and find a sensible way forward.

Experience and examples

My experience has the chronological role history and education. How I work explains the method in more detail, while examples show what this looks like in practice.

If you would like to talk about product work, you can get in touch.