My work history starts off as a software engineer. In this role which was also at a startup, I noticed that whilst speed was high, it didn't feel like we were all going in the same direction. This caused a great deal of frustration and I channeled that into bridging communication gaps within the team and with wider stakeholders.
This proactiveness gave me the opportunity to step into delivery management where my journey into product management truly began. I really enjoyed solving customer problems and ensuring we were doing the best we can each day to meet their needs and also enjoy our work.
This startup environment shaped how I think about product. Most strategies don’t fail because of bad ideas. It fails in execution. Priorities are unclear. Sequencing is off. Teams are busy, but momentum is low.
Moving into product management was a way to close that gap. Since then, my focus has stayed consistent: connect direction, planning, delivery, and outcomes into one coherent system.
Product Manager
Apr 2024 – Nov 2025
Led product work across core UX, market expansion, AI features, billing operations, and operating model improvements inside Orkestra's startup environment.
Focus
- Delivered Tariffs UX v2 in four weeks to reduce friction in the user's first a-ha moment
- Drove internationalisation work for the UK rollout and led Germany market discovery and regulatory analysis
- Co-led Bill Scan and AI Assistant, integrated Maxio with dunning and multi-currency, and partnered on the shift to a stronger product operating model
Impact
- Improved first-value experience in the tariff workflow
- Enabled market expansion foundations across the UK and Germany
- Reduced billing overhead and accelerated delivery on high-leverage product initiatives
Associate Product Manager
Jan 2024 – Apr 2024
Owned feature definition, backlog quality, and prioritisation mechanics while building stronger alignment between stakeholders and the engineering team.
Focus
- Delivered features including Carbon Emissions Accounting and Custom Docs from problem definition through execution
- Introduced prioritisation frameworks such as cost of delay and value versus effort
- Owned backlog triage, scoping, prioritisation, and capacity planning with engineering
Impact
- Improved customer satisfaction and feature uptake
- Created a shared language for comparing priorities and trade-offs
- Embedded more flexible planning under changing priorities
Technical Delivery Manager
Sep 2023 – Jan 2024
Defined and improved Orkestra's product development cycle as the company scaled, turning scattered process into a clearer delivery system across product, engineering, and go-to-market teams.
Focus
- Partnered with product, engineering, marketing, sales, and customer success to define the target development cycle
- Created a strategic plan for incremental workflow improvements as the engineering team scaled
- Introduced Jira plus GitHub, Notion, and Slack integrations and documented existing bottlenecks
Impact
- Increased delivery momentum across the engineering organisation
- Reduced miscommunication and manual information handoff
- Made process bottlenecks visible and easier to improve
Electrical Engineer & Backend Software Engineer
Jan 2022 – Sep 2023
Built product and modelling capabilities across Orkestra's energy software, working across electrical engineering, market research, backend systems, and cross-functional delivery.
Focus
- Designed and tested optimisation features covering batteries, solar, loads, and grid power flow
- Researched tariffs, LGCs, STCs, battery degradation, standby losses, and minimum state of charge behaviour
- Built backend components to improve responsiveness, performance, security, and data protection
Impact
- Expanded the modelling depth of the Plan app
- Improved backend performance and responsiveness
- Strengthened collaboration between product requirements, front-end design, and technical implementation
My software engineering background helps me operate comfortably at the intersection of product, engineering, and delivery, where most execution problems actually live.
Execution is strategy, visible.
If you can’t point at what shipped, the strategy is still theory.
Clarity beats complexity.
Docs, roadmaps, and decisions should reduce coordination cost, not create it.
Cadence creates trust.
Consistency builds confidence faster than bursts of intensity.
Small systems compound.
Tiny, shipped tools beat large, unfinished initiatives.
Write to think. Build to validate.
Words sharpen ideas; shipping tests them.
I’m intentionally developing toward product leadership by widening my scope from feature execution to organisational leverage, from roadmap ownership to operating system design, and from team output to product outcomes.
I’m interested in building product organisations where strategy is clear and actionable, teams operate with high trust and high cadence, and progress compounds instead of resetting every quarter.
My goal is to become a product leader who creates clarity at scale and builds systems that make teams consistently effective.
I’m always up for conversations about product execution and operating models, 0→1 products, and building high-leverage teams and systems.