Common situations
How I can help
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When founder-led product needs to hand off to a real team, and no-one's sure how to make that work.
The founder has been making every product call. Now you need structure. Getting that transition wrong is expensive.
Team structure -
When product hires keep arriving but the delivery problems aren't going away.
The roles are filled. The team looks right on paper. Something structural is off and it's hard to see from inside.
Hiring clarity -
When you want the team structure right before scale, not after.
You're not broken yet, but you can see the ceiling. Better to design for the next stage now than to reorganise mid-growth.
Foundation design -
When AI keeps coming up as the answer and the team doesn't know where to actually start.
The opportunity is real. The noise is also real. Cutting through both and shipping something in weeks is the work.
AI velocity
My approach
How it usually works
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Product Team Assessment
1–2 weeks- Team structure vs your actual growth stage
- Who owns product decisions and whether that's working
- How the operating model is set up and where it breaks
- What needs to change before you can scale the team
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Product Team Design
1 week- Right roles for your stage, not for some idealised future state
- How the team should operate day to day
- A hiring roadmap that won't outpace your ability to manage it
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Implementation Support
Flexible Advisory- Guide you through building the team without taking over
- Coach existing people through the transition
- Help with hiring and onboarding new product roles
- Step in as product leader while building the permanent team
- Establish the operating model from the inside
- Recruit and hand over when it's right
Recent work
Recent examples
Helped Zouba, a Dubai-based delivery startup, get from idea to launch. Worked across product strategy, technical architecture, and go-to-market. Fractional from the start.
Co-building CultureVulture, a Sydney live music platform, still in early experimentation. Testing what the product actually needs to be before committing to a direction.
Worked with a supply chain startup on ML-powered predictive models. The technical capability was there; it needed someone to help decide what to actually build with it.
Built and maintain EpCheck, a free tool for epilepsy-affected families. Wrote the code, designed the product, deployed it. Still running.
Practical conversation, no slides. Either I can help, or I'll point you at someone who can.
Common situations
How I can help
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When a product leader exits and the team needs to keep moving.
You need someone who can step in, make real decisions, and hold momentum. Not a placeholder while you recruit.
Leadership gap -
When the company is making a major bet and the board needs confidence in execution.
Major initiatives with real budget and real risk. Independent oversight from someone who has run these before.
Board confidence -
When strategy needs a clear-eyed external read before the next significant investment.
You want an honest view from outside the building: what's working, what's not, and what to do about it.
Strategic validation -
When the board keeps asking about AI and no-one on the team has a convincing answer.
An honest AI readiness assessment: what's real opportunity, what's hype, and what your team actually needs to compete.
AI readiness
My approach
How it usually works
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Strategic Assessment
1–2 weeks- Where product strategy and business objectives are misaligned
- Team capability vs what's actually coming
- Where you are on AI maturity and what that means against your competitors
- What leadership development is needed and when
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Leadership & Support
Flexible duration Interim- Step in as Head of Product while you recruit
- Hold delivery momentum and make real decisions
- Build capability in the team while I'm there
- Executive-level guidance without the full-time commitment
- Board-level visibility on product capability and progress
- Independent validation before you commit to a direction
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Handover
When it's right- Clean handoff to permanent leadership when you've found the right person
- Full documentation of strategy, team context, and what matters
- Available for consultation during the transition
Recent work
Recent examples
Inside IAG while they were working out how to ship product faster. Annual releases were the norm when I arrived. They got to weekly. Insurance at enterprise scale is its own kind of complicated.
Worked with Woolworths on their digital fulfilment platform for a couple of years. The platform was being treated as a cost problem. Left it being talked about as strategy.
Helped a growing software company get their product teams working from the same playbook. They were scaling fast and the seams were showing. We sorted out the structure and the ways of working.
Accessibility & Enterprise Experience
I bring particular expertise in building accessible, inclusive products, having worked on enterprise applications for major retailers, insurance companies, and other large organisations. This includes both technical accessibility implementation and lived experience perspective.
Strategic conversation about your situation. If I'm the wrong fit, I'll point you at someone better.
Common situations
How I can help
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When digital projects get built but don't land with the people they're meant to serve.
The technology works. The impact doesn't match the intent. Something is missing between the build and the beneficiary.
Digital capability -
When the team is stretched thin and technology feels like overhead rather than leverage.
Everyone is doing too much. The tools that were meant to help have become things to manage. It shouldn't feel this hard.
Capability building -
When you know you need product thinking but aren't sure what that actually looks like here.
Corporate product frameworks don't translate cleanly. What works inside a not-for-profit is a different thing, and it can be learned.
Mission alignment -
When AI keeps coming up and you genuinely don't know if it's relevant to your work.
It might be. It might not be. A clear-eyed look at what's real opportunity versus noise, without needing a data-science team to find out.
AI relevance
My approach
How it usually works
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Digital Capability Assessment
1–2 weeks- Where the digital strategy and the mission are actually aligned, and where they're not
- What digital capability exists and what's missing
- What your resource constraints actually mean for what's possible
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Mission-Focused Roadmap
1 week- What to prioritise for the most impact, given real constraints
- Product development approaches that fit how your organisation actually works
- A timeline that doesn't require you to pretend you have more budget than you do
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Capability Building
Flexible- Build product thinking in your team in the way that fits a not-for-profit, not a startup
- Find the AI tools that actually multiply your team's capacity without adding overhead
- Set up ways of measuring what's working that connect back to the mission
Recent work
Recent examples
Built and maintain EpCheck, a free tool for epilepsy-affected families. Wrote the code, designed the product, deployed it. Still running.
Built Morning Board for people with ADHD. Started from the real difficulty of staying organised, not from a persona exercise.
Helped a few not-for-profits figure out what their first product role should actually be and where to start. The frameworks that work in commercial organisations often need adapting.
Supporting social impact
Discounted Rates
At my discretion for capability development where the mission alignment is strong.
Mission-Focused Frameworks
Adapted specifically for social impact contexts, not corporate playbooks.
Sustainable Approaches
That work within your resource and operational constraints.
An honest 30 minutes about your situation. Significantly reduced rates are possible when mission alignment is strong.
Fit first, format second.
Most conversations start with someone explaining their situation and me asking a lot of questions. If it's clear I'm the right person, we work out the shape together. Some engagements are a few days a month over several months. Others are a short intensive stint, or full-time for a quarter. The rate scales with scope and commitment. The first conversation is just a conversation.
Let's talk about
what's not working.
A direct 30-minute conversation about where you're stuck and whether I'm the right person to help.