How I manage product organisations — like a system.

Leadership · ⌘

How I lead

Who I am

Engineering roots, product career. I build systems that scale — products, teams, and cultures where people do the best work of their lives.

I've rebuilt from scratch three times — across three countries, three industries, three languages. That experience taught me that the ability to stay composed in ambiguity and keep building when the path is unclear is the most valuable capability a team can have.

How I'm wired

My mind naturally lives in "what's next?" — I see possibilities before they're fully built, and I genuinely believe the best work happens when people are having fun doing it. I process the world by doing. I'd much rather we fix a moving car than spend months planning a stationary one.

Every one of those traits costs me something:

• I move fast, and sometimes too fast — when I'm energised I can fill the room, reaching for solutions before anyone has had space to sit with the problem.
• The next possibility is always pulling at me, so I can shift direction before I've properly landed the last thing.
• I reframe too quickly. My instinct is to find the upside, which sometimes means moving past a problem instead of through it.
• Everything feels possible, so I say yes too often.
• When progress stalls I feel it physically, and that restlessness is not always useful to the people around me.

None of that is an excuse — it's an invitation. The best teams I've led named these in the moment, and I'd rather you did too.

The working relationship · ⌘

You & I

What I ask of you is exactly what I promise to give you. Every expectation below has a matching commitment — that symmetry is the whole point, and you should hold me to my half of it.

High standards, low ego

I want us to be the best at what we do. I don't care about being the "boss."

• Extreme ownership, zero judgment. I expect ownership-level thinking, but honest questions are always welcome.
• Real talk. I'll always tell you the truth, even when it's uncomfortable — and I expect the same in return.
• Human-first punctuality. I value your time. But if you're two minutes late, don't apologise — take a breath, refresh, and bring your best energy.

The trade, line by line

Collaboration cadence

If a meeting isn't working, improve or eliminate it. Time is the scarcest resource — spend it with intention.

Your first 180 days

Product · ∞

How I think

Capital and character

I view leadership through a dual lens: capital and character. Every initiative is an investment with an expected return, a time horizon, and kill criteria. But the human systems — trust, clarity, psychological safety — are what make those investments compound over time.

The 80/20 value engine

Deliver 80% of the value in 20–50% of the time. Not just speed — ruthless prioritisation. Moving fast matters, but moving fast on the right things matters more.

Roadmap as portfolio

I treat every roadmap as a portfolio — allocating effort like capital, with expected returns and hard trade-offs. When I evaluate a roadmap, I'm asking: What commercial lever does this move? What's the expected return and time horizon? What are we choosing not to do? How does this compound over time?

Strategy is a sacrifice

If nothing on the roadmap makes someone uncomfortable, it's a wishlist, not a strategy. Strategy is a set of choices — and choices mean something doesn't get done. Every PM should be able to articulate how their sprint impacts the company's commercial goals.

The IC instinct

I'm a builder. Analytics pipelines, event taxonomies, AI prototypes, experimentation infrastructure. I stay hands-on because it compounds: investment calls made with conviction, strategy grounded in the reality of building, and faster, more honest conversations with the teams doing the work.

Transformation · ∆

How I build teams

Mission-based teams

I architect organisations around outcome accountability, not function. A team is defined by the outcome it owns end to end — then staffed with whoever that outcome actually needs, which is rarely the same mix twice. Some missions need research and data more than they need a third engineer. Fixing the shape of the team before you know the problem is how functional silos get rebuilt under a new name. They ship outcomes, not features, and they hold the authority to decide inside their mission.

Developing leaders who lead without you

The test of a leader: does the organisation run when you leave the room? I've built teams that maintained full operational continuity during months of absence. Not because I'm not needed — but because I invested in leaders who don't need to check with me before making good decisions.

• Growth plans for every direct. Documented milestones, stretch assignments, 12-month trajectory.
• 1:1s as coaching, not therapy. Focused on strategic development, not operational problem-solving.
• Visible development. When someone on the team grows, it's framed as intentional development — not happy accident.
• Succession thinking. Always building the answer to "who takes this seat if I move on?"

The human engine

High-trust environments yield the highest commercial velocity. This isn't soft — it's structural. Teams are made of people, not roles. I look at team well-being as fuel for performance — not a nice-to-have.

How we win

Move fast — perfection is the enemy of learning. Deliver value early, iterate, and prove impact.

Have fun — seriously. The best products come from teams that enjoy building them.

Stay human — we are more than our Jira tickets. I care about what changed because we shipped, not what we shipped.