1. Digital transformation & customer platforms

Earlier roles across Motorola, Fidelity, Barclays, Sky and Telefónica built the foundation: customer-facing digital products, e-commerce and fulfilment, CRM, platforms and large-scale transformation inside complex organisations.

The common thread was not sector. It was translating difficult customer and business problems into products and systems that could operate reliably at large-enterprise scale.

What this demonstrates

• B2C and enterprise product leadership across multiple sectors and operating models.
• Experience working inside both FTSE 100 and Fortune Global 500 environments.
• A career built around scaled customer platforms rather than a single technology, company or industry.

2. Transformation under pressure

I have repeatedly gravitated towards programmes where the problem is already difficult, highly visible or under pressure. Earlier in my career this included turning around the Department for International Trade’s global CRM programme, Data Hub, underpinning the UK’s £1.3 trillion foreign-direct-investment pipeline.

That pattern has continued: I specialise in high-complexity transformations where execution must stand up to intense scrutiny, dependencies are material and the cost of getting it wrong is significant.

3. Product leadership at enterprise scale

At Tesco, I lead the Identity platform: a mission-critical product domain serving more than 45 million customer accounts across five markets and twelve Group subsidiaries. Identity sits alongside Payments as one of Tesco Technology's largest and most pivotal product domains.

I define strategy and product vision spanning outcomes across web, app, loyalty and in-store experiences, with responsibility across seven engineering teams, dedicated product management and a multi-million-pound annual budget.

Commercially, I have repeatedly secured the investment required to deliver that strategy through senior governance: five consecutive years of C-Suite board approval and, most recently, a tenth consecutive full half-year P&L budget.

4. Building organisations, not just products

Scale is not simply a technology problem. It is an organisational one. I joined Tesco Identity in February 2022 to a direct team of two, one already serving notice, and rebuilt it to a high-performing unit of six by October that year, then created sustained stability, with 100% team retention over the following 39 months.

My leadership model is deliberately simple: clarity of purpose, a shared vision, empowered teams and disciplined execution. Leading at scale means knowing when to set direction and when to get out of the way, ultimately building teams that do not need you in the room.

How I lead

• Set a clear product vision and connect investment to measurable customer and business outcomes and impact.
• Build accountable product leadership around empowered engineering teams.
• Create enough structure for complex delivery without making the leader the operating bottleneck.
• Use standards, evidence and difficult questions to improve the quality of decisions, not merely the volume of output.
• Develop and grow people, shaping craft and careers to create more leaders and a sustainable people flywheel.

5. Identity, trust & intelligent systems

My current remit sits at the intersection of identity, trust, personalisation and intelligent systems at enterprise scale.

I rebuilt Tesco’s authentication approach using ML-based risk signals, cutting authentication friction by 35% in one year and improving conversion across 17 million monthly shopping missions. I also spearheaded the 100% in-house build of Passkeys, enabling passwordless authentication for up to six million web users.

Alongside authentication, I have led work connecting identity to personalisation and data quality, including a customer data quality product achieving 35.8% engagement against an approximately 10% industry benchmark, then successfully scaling across all five Tesco Stores markets.

6. International platforms & enterprise change

Internationally, I modernised fragmented identity systems across Central Europe, enabling omnichannel and Clubcard experiences across 674 stores and millions of customers.

The work required more than shipping a local feature: it meant creating platform capability that could operate across markets, brands, customer journeys and legacy environments while moving towards a more coherent Group identity model.

7. M&A, integration & strategic separation

At Group level, I have led both sides of the M&A identity problem: integration and separation.

I led the first large-scale integration of a Group entity by bringing Tesco Insurance & Money Services onto Tesco’s core identity platform. I also led identity delivery underpinning the Tesco Bank divestiture, a £700 million transaction completed on time in November 2024.

These programmes required product leadership across organisational boundaries, legacy estates, strategic dependencies and fixed transaction outcomes, the kind of enterprise change where product, technology, risk and corporate strategy converge.

8. High-profile, real-time delivery

I have also led technology delivery where the system has to perform in public and in real time. For Tesco’s Britain’s Got Talent sponsorship, I led technology delivery across nine teams for the live Clubcard voting integration, working directly with ITV.

That work is representative of a broader operating philosophy: the visible moment of delivery is only the final part. Resilient systems are built through the planning, preparation, dependencies and operating discipline established before the moment of truth.

9. An independent body of thought

My professional identity increasingly extends beyond the organisations in which I have worked. In June 2026 I published Product Truths: Five Principles for Building Products That Work at Scale, distilling eighteen years of product leadership into principles for products operating under real-world organisational and technical pressure.

I also write independently on Product at Scale and develop practical frameworks from operating experience, including the Three Ps of Performant Systems and the Four Fs of Compounding Capability. The aim is not to comment on product from the sidelines, but to make the lessons of building and leading at scale useful to other leaders.

That work has led to conference speaking, executive product communities, podcast invitations and engagement from recognised product leaders.

10. Speaking, external authority & industry contribution

I speak on product, platforms, identity, trust and customer experience at scale. Recent and forthcoming activity includes CX in Financial Services, an October 2026 trust podcast and a November 2026 identity keynote. I was also invited to keynote Tesco Ignite, Tesco’s global technology conference, presenting live to 5,000 colleagues and simulcast to seven countries.

Alongside speaking, my independent writing, book and frameworks provide an external point of view that is separate from my prevailing employer. That distinction matters: employer experience is evidence; the thinking, leadership approach and professional identity travel with me.