Services
I work with CEOs, boards and investors who need product and technology to move — usually because the business is growing faster than its platform, integrating an acquisition, professionalising ahead of an exit, or trying to turn AI from a talking point into something operational.
The old consulting model sold you your own knowledge back in a deck: a team learning your business at your expense, then charging you for the recommendation. I don't work that way. I embed as a leader who has already run product and technology at this level, make the calls that need making, and leave your organisation stronger than I found it.
How I work
Four ways I typically engage. The right one depends on where you are, not on a fixed package — most relationships start in one shape and move to another as the work lands.
Fractional Chief Product & Technology Officer
For: scale-ups and mid-market businesses that need executive-level product and technology leadership but don't yet need — or want to carry — a full-time CPTO.
I take the CPTO seat on a part-time, ongoing basis: owning the product and technology strategy, running the function, sitting in the leadership team, and being accountable to the board for what gets delivered. You get the judgement and the operating weight of someone who has held the role in far larger and more complex environments, at a fraction of the cost and commitment of a permanent hire.
What you're left with: a clear product and technology direction, a function that runs to a proper operating rhythm, and — where you want it — a permanent successor I've helped you hire and set up to succeed.
Interim leadership
For: businesses facing a gap or a step-change — a departure at the top of product or technology, a stalled programme that needs gripping, or a period of transformation that outpaces the incumbent team.
I step in full-time and take the accountability from day one. That means stabilising the function, making the decisions that have been deferred, protecting delivery through the disruption, and setting the platform up for whoever holds the role next. I'm comfortable operating in PE-backed environments where the clock and the reporting are real.
What you're left with: a function that is steadier and further forward than when I arrived, the deferred decisions actually made, and a clean handover rather than another gap.
Advisory and board support
For: CEOs, boards, investors and founders who need a senior product and technology voice they can trust — without adding a full-time executive.
This is the counsel I'd give if I were in the room and accountable, offered at the cadence you need: a standing sounding board for a CEO or CPTO, technology and product due diligence on an acquisition or an investment, a read on whether a team and a platform can carry the plan, or a second opinion on a decision that's too consequential to get wrong. Direct, commercially framed, and grounded in having made the same calls under real pressure.
What you're left with: decisions made with better information and less risk, and a relationship you can come back to as the situation moves.
Transformation and change leadership
For: organisations undertaking a significant product, technology or operating-model change — platform modernisation, a shift to product-led ways of working, post-acquisition integration, or getting an estate exit- or IPO-ready.
I lead the programme rather than advise on it from the side. That means owning the outcome end to end: setting the direction, sequencing the work so the business keeps running, managing the complexity and the stakeholders, and holding the line when a transformation hits the point where most lose momentum. I use AI deliberately to compress the known work, so time and budget go to the decisions that actually move the business.
What you're left with: the change actually delivered and embedded — not a roadmap for it — and a leadership team that can hold the new operating model after I've gone.
Board and leadership AI enablement
For:boards and leadership teams that know AI matters to their business but don't yet share an honest view of what to do about it — where to invest, where to wait, and how to tell the difference between something that moves the business and something that only demos well.
Most leadership teams are being sold AI from every direction and have no reliable way to judge it. I run focused sessions that fix that. Not tool training, and not a trends briefing — a working session grounded in your business: what AI actually changes for your product, your operating model and your cost base; where it earns its place and where it doesn't; and what that means for the decisions in front of you. Because I build with current AI and agentic tooling myself, I can show working systems rather than slides, and speak to both the boardroom decision and the technology underneath it.
What you're left with:a leadership team that shares a language for AI and can actually direct it, a clear-eyed view of where it's worth your investment and where it's theatre, and a short list of decisions worth acting on — rather than a general sense that you "should be doing more with AI".
Format:a single half-day session with a board or leadership team is the usual shape. For teams that want to go further, I run a short series — a session to set the direction, hands-on work with the people who'll own delivery, and a follow-up once the early decisions have been tested in practice. Delivered in person or online, and always built around your business rather than a standard curriculum.
What I cover
The engagements above draw on the same core areas of expertise. Whatever shape the relationship takes, this is the ground I operate across.
Product and platform strategy
Setting a product and platform direction that serves the commercial strategy rather than running alongside it: what to build, what to buy, what to own, and what to retire. I've made these calls in businesses ranging from global enterprises to PE-backed scale-ups, including turning vendor dependency into owned platforms that become an asset in their own right.
Technology modernisation
Modernising the estate — architecture, platforms, security and the engineering that sits underneath — without stalling the business while you do it. This includes bringing an estate up to standard where it matters commercially: I've led programmes through to Cyber Essentials Plus and ISO 27001/27701 certification, and taken out material, recurring platform cost in the process.
AI and data strategy
Turning AI and data from ambition into something operational and commercially useful — with a clear-eyed view of where it earns its place and where it doesn't. I build hands-on with current AI and agentic tooling myself, not from the outside looking in, which means I can tell the difference between what genuinely moves a business and what's proof-of-concept theatre. That combination — executive accountability plus real technical fluency — is rare at this level, and it's usually why clients want me on this specifically.
Product-led operating models
Moving an organisation from a project or services mindset to a product-led operating model: how teams are structured, how work is prioritised and funded, how outcomes are measured, and how product and engineering actually work together. The aim is an operating model the business owns and can run itself, not a framework imposed from outside.
Organisational design and leadership
Designing and leading the product and technology function itself — its shape, its leadership, and how it connects to the rest of the business and the board. This includes building and developing teams, hiring the leaders who'll run the function after me, and raising the standard of how product and technology is represented at executive and board level.
Digital commerce and payments
Deep, hands-on experience across digital commerce and payments — from checkout and point-of-sale through to acquirer integration, authorisation and reconciliation. I've co-developed authorisation models with major acquirers and led commerce at real scale, which matters increasingly as commerce moves towards agentic and automated transactions and the trust, authentication and payments problems underneath them.
Most of my work starts with a conversation about a specific situation rather than a service line — a decision that's coming, a gap that's opened, or a change that has to land. If any of the above matches where you are, get in touch and we'll work out whether I'm the right person for it.