About
I am most useful when the product work is unclear
That means a real problem that touches several parts of the business, where nobody has worked out the right answer yet. I've been a Product Owner for nine years, and before that I worked on the support, payments, fraud and live operations desks at King.
I did not arrive by the textbook route
I started in customer service, payments, fraud and live operations, then moved into product at King. Because of that I tend to notice the manual work, the unwritten decisions and the edge cases that are easy to miss if you only ever see a product through its interface.
After fourteen years at King I took proper time off before deciding what to do next, and spent around four months of it on a bike. Then came product roles at Lendo and Clearon.
Those nine years covered payment flows, subscriptions, insurance, consent, third party integrations, fraud tooling and internal operational systems. What ties them together is taking something complicated and making it easier to understand, decide on and deliver.
I'm hands on during discovery. I use Claude and Codex to prototype flows, build small working tools and find missing states before engineering commits real time. The prototype code isn't meant for production. I use it to get from an idea to something a team can argue with as quickly as I can.
I judge my work by what changed. A good change might improve conversion, but it might just as well remove repetitive work, lower operational risk or make a complicated system easier to maintain.
How I lead
Most of my leadership has been as a Product Owner, which means leading almost entirely without authority. I hold the final call on product decisions, but I'd 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 keep the goal clear and remove whatever is in the way.
I try to keep things calm, with no manufactured urgency and as little stress passed down the line as I can manage. The outside noise stops with me so the team can concentrate, and when someone else is right, I change my mind.
Earlier at King I led a small second line payments and risk team directly, which taught me the same lesson from the management side. People do their best work when they trust whoever is leading them and aren't being pulled in five directions.
What I bring
- 01
Product work that starts behind the interface
I look past the visible interface to the people, rules, integrations and manual work that sit behind it.
- 02
Discovery that gets concrete early
I turn ideas into flows, prototypes and small working tools, so the missing states show up while they're still cheap to fix.
- 03
Comfort with complicated systems
I've worked in payments, fraud, subscriptions, insurance and consent, with the APIs, partner dependencies and compliance rules that come with them.
- 04
Delivery without ceremony
I use enough structure to keep things clear and moving, and I don't add process just because a framework says so.
Outside work
Most of my free time goes on family and friends, reading, far too many television series and the bike when I can get out on it, mostly gravel and bikepacking.
I work best with people who are open about their constraints and care more about a good outcome than about defending their own solution.