I help leadership teams make smarter product, AI and growth decisions.
Now
Head of Product at hedgehog lab, working in the gap between what a business wants and what actually gets built. I've rebuilt our product function three times, most recently for AI-native ways of working, and I help organise ProductTank Newcastle.
I'm interested in what changes when making things gets faster and cheaper: what to build, how teams work, and where the value ends up.
Before
I used to be a music journalist, until I worked out that free CDs and guestlist passes won't pay the mortgage. The music never left, so now I write The Punk PM: product and AI stories through the lens of music.
The Product Producer modelScaling strategic capability
The challenge
Our high-value Discover proposition only worked when a senior leader could be a genuine peer to the client at board level, and there were only three of us who could do it. Demand scaled with our calendars, not the market. The obvious fix (pushing Senior PMs into delivery work) would have solved utilisation and destroyed the strategic capability we'd built.
The move
I redefined the role from Product Owner to Product Producer: a senior product person who can talk strategy with a CEO about where to place the next bet and sequencing with a CPO about where value actually gets created, then make things real in the room with AI tooling. Domain experts bring board-level credibility; producers bring engagement ownership, product rigour and hands-on judgement. Neither works alone; together it's hard to replicate.
The outcome
80% of engagements now run on this model, and PM time has shifted from 60–80% tactical delivery to 70%+ strategic work. Strategic capability now scales with a developed bench, not a calendar.
Side B · B1
A UK insurerNew proposition, validated
The challenge
A UK insurer wanted to capitalise on a gap in the market, but traditional delivery cycles made the opportunity too slow and too risky to commit to.
The move
I led the strategic framing of the proposition: what to validate, in what order, and what the commercial case had to prove at each gate before build investment was committed.
The outcome
A new proposition forecast (conservatively) to generate over £2.5m in premium revenue over three years.
Use AI to craft a genuinely motivational team talk for athletes, blending machine generation with human emotion so it felt authentic rather than synthetic.
The move
I led one of the agency's first AI-powered engagements: evaluating models, building the prompt framework and feedback loops that let the team iterate fast, and grounding the work in sports psychology so it resonated rather than impressed.
The outcome
An award-nominated campaign that set a benchmark for AI–human collaboration, and helped open the AI market that now accounts for over 60% of the agency's revenue.
