Approach

This work is about getting important product projects moving in the right way, at the right pace with the right level of commitment.

Not everything needs a full-time Head of Product. Not everything should start with a design agency. And not every idea should be pushed straight into development.

My approach is designed for founder-led product businesses that need to deliver a new product, but can't afford to get it wrong.

Start with alignment, not commitment

Every engagement begins with a short, focused piece of work designed to answer a simple question: is this the right project, and is this the right way to deliver it?

This first phase is deliberately light on commitment and cost. It’s about alignment, not lock-in. We define the product opportunity, the commercial objectives, the constraints, the risks and what success actually looks like for the business.

It also gives both sides a chance to test the working relationship. You can see how I think, how decisions get made and whether this feels like the right fit before committing to anything more substantial.

Evidence before opinion

After nearly 20 years in the industry and over 1,600 projects, one thing is clear: optimism is not a strategy.

Decisions are grounded in technical, commercial, and manufacturing reality. Assumptions are challenged early, when change is cheap. Progress is driven by evidence, not instinct or internal politics.

That means listening closely to the business, but just as importantly to its customers. What problems actually matter? What alternatives already exist? And what are customers genuinely prepared to pay for?

Products succeed when they earn their place in the market, not when they simply look good on paper.

Minimum Viable Product

The work is structured to avoid rabbit holes and dead ends.

Using Minimum Viable Product thinking, we focus on proving the right things first: feasibility, desirability, cost, and differentiation. This keeps investment proportional, reduces wasted effort, and prevents the false momentum that comes from building too much too early.

From plan to delivery

From the initial phase, the path is clear.

Either your internal team takes forward a defined, credible plan, or I stay involved to lead delivery through development, manufacture, and early production. In some cases, that includes supporting early production runs, resolving issues, and refining the product based on real market feedback.

No retainers.
No commission on sales.
No retained IP.

Just focused, hands-on product leadership designed to get the right product to market.

One project, one owner

Complex product projects rarely fail because of a lack of ideas. They fail because responsibility is fragmented.

I take ownership of the project and coordinate the wider team required to deliver it: design agencies, engineers, manufacturers, IP specialists, sourcing partners. They’re brought in at the right time, with clear briefs and clear accountability.

This reduces the burden on the senior management team and allows internal staff to stay focused on running the business: cash flow, operations, team and customers.