Every engagement is shaped to the situation, but most of my work falls into the seven areas below. Some are short and sharp. Some are long and embedded. Several engagements grow from one into another over time — coaching that becomes strategic work, deep dives that lead to ongoing advisory.
Across all of them, the work runs through the three areas I bring together: product, customer experience, and AI. Most engagements touch at least two.
Most coaching engagements are built around theory and past experience. Mine are different. I'm actively operating as a product leader and board director, which means I'm dealing with the same kinds of strategic, stakeholder, and team challenges in real time as the people I coach. You're getting a thought partner who can think alongside you on your actual problem — not someone reciting frameworks they read about.
Engagements are structured in three-month increments with fortnightly sessions and ongoing async support. The cadence gives me enough time to build real context, and you enough time to make meaningful progress.
Three phases I typically work throughThis is the embedded work — helping organisations create a product vision that stands up, and the strategy to support it. Sometimes it starts as a coaching engagement and grows into something more substantial. Sometimes it begins as strategy work from day one. Either way, the goal is the same: a clear, defensible direction for the product that the exec team owns and the board can get behind.
Engagements typically run over months, not weeks, and involve working closely with the CEO, the exec team, and often the board. The output isn't a deck — it's an exec team that's aligned, a strategy that's been pressure-tested against real-world constraints, and the operating habits to keep it working.
What this looks like in practiceA specific kind of coaching for technical founders building product instincts alongside the technical ones. The work is less about operating like a CPO and more about how to think about go-to-market, where to prioritise, and how to talk to customers and investors about what you're building and why.
Founder problems tend to be bigger, messier, and faster-moving than coaching at later stages. Async support runs hot. Three-month engagements with fortnightly sessions and a lot of room to bring real, current decisions into the conversation.
Best fit
If you want a clean bill of health, I'm not the right person. If you want an honest assessment that you can do something with, that's what I do.
An independent, rigorous read on a portfolio company's product capability, team, or a specific problem area that's surfacing risk or limiting performance. I go in, do the analysis, and come back with insights that are direct and actionable — not diplomatic and vague.
If you want a clean bill of health, I'm not the right person. If you want an honest assessment you can do something with, that's what I do.
Best fitWhen a company needs serious product leadership but isn't ready to bring on a permanent CPO, I'll step in. I've operated at CPO level across SaaS, AI, EdTech, and B2B platforms — and led product through Series B, international expansion, acquisitions, and post-merger integration.
The work usually includes helping find the right permanent leader when the company is ready. I know what good looks like at different stages, and I have the network to surface candidates that wouldn't show up on a standard recruiter search.
Best fitBoards are increasingly being asked to govern things they don't have direct experience with — product strategy, AI capability, customer experience, technology risk. The traditional answer is to recruit a director with that background. The faster answer, when it's the right fit, is to coach the existing board on what to ask, how to evaluate what they're being told, and where the genuine risks sit.
This is coaching the board collectively. Engagements range from a single masterclass session to ongoing advisory through a strategic period.
Best fitMasterclass sessions for VC and investor portfolio companies on product leadership, customer experience, AI, and governance. Each one is built specifically for the audience — researching the portfolio context, crafting a narrative that will land with that specific room, and building content that shifts behaviour rather than just fills a slot. What people see on the day is 90 minutes. What goes into it is significantly more than that.
Also available for keynotes and offsite speaking. Known for provoking different thinking — not for delivering a polished talk that everyone agrees with on the way out.
Best fit