Building and fixing digital platforms across global organisations.

Platform ownership

I own the whole system, not just my part of it.

Most organisations have people who manage workstreams. I take end-to-end accountability for the platform itself: the roadmap, the operating model, the agency relationships, the budget, and the outcomes. At Honda that meant 18 European markets, multiple agencies, and a multi-million-pound budget. At Fortescue it meant rebuilding the entire delivery model from near-scratch.

Delivery under pressure

Complex environments are where I do my best work.

I have taken on roles where delivery has stalled, budgets have drifted, and teams have lost direction. At Fortescue I resolved a five-figure agency overspend within weeks of joining. I delivered a Salesforce Data Cloud integration across multiple regions and time zones in 15 days. I reduced a 300-item backlog by 77% and reconnected it to business value.

Commercial ownership

I treat the platform budget like it is my own.

I have owned multi-million-pound digital platform budgets and closed them with 0.02% variance. I understand that every sprint decision has a commercial implication. That mindset: connecting engineering velocity to business outcomes, is what separates good product managers from great ones.