Currently
I’m Head of Product & Design at Signable (since September 2025), leading product and design across a £4m ARR B2B SaaS business with ~4,000 active customers, three squads, and a talented four-person product and design team. I'm part of the Leadership team, working closely with the Board.
Day to day, I mix product leadership, evidence-led discovery, operating model and ways of working, and people development - helping teams build judgement and make better decisions.
What I’m open to next: Product Leadership roles (for example Head of Product or Product Director), selective advisory work with founders and product leaders, and writing or speaking engagements that help teams think more clearly about product in the real world.
How I got here
Learning how software meets customers in the real world
Pearloverseas.com, Freelance, TravelClick (Amadeus) · 2007–2014 · Madrid & Barcelona
I started in implementation and Front-End Development, then moved into technical support leadership in travel technology. At TravelClick, I founded the technical support function and built my first team, growing it to five direct reports, including one based remotely in Singapore. We supported more than 300 live hotel sites, including The Ritz London, Hyatt Hotels, and luxury and boutique hotels across Europe and Asia.
It was fast-moving, customer-facing, and unforgiving: when something breaks, you feel it immediately in ticket volume, deteriorating sentiment, and growing revenue at risk. I put in place management reporting during a Salesforce.com migration, rolled out crisis communications for unscheduled outages, and implemented Follow the Sun phone forwarding to maximise support hours for clients. I also negotiated SLAs and post-launch support for a major prospective web client; the contract value was equivalent to the top 20% of our live client base, and they signed.
That became a pattern throughout my career: I often start as an individual contributor, then move quickly into higher-responsibility roles growing and leading teams. It also taught me something I still rely on: product quality is not abstract - you experience it in real customer complaints.
Owning complex delivery without losing sight of outcomes
Blubolt · Lead Project Manager · Jul 2014–Mar 2018 · Bath
At Blubolt, I was the first Project Manager in the organisation and grew the project management function into a team of three direct reports. I led complex, multi-stakeholder e-commerce delivery for ambitious clients, where traffic volumes were high, many systems had to work together, and the platform sat at the heart of the business.
Because these projects connected directly to our clients' core operations, I had to understand their processes deeply to help shape the right solutions. I established standardised delivery processes to improve quality and smooth delivery, and worked with the leadership team to agree Project Management KPIs and put the tools in place to track them. Success was often tied to invoice milestones and therefore directly to revenue, so delivery needed visible progress, explicit trade-offs, and clear ownership. Those habits now shape how I think about product operating cadence: self-organising teams with clear goals.
Stepping into agile delivery at scale
Unite Students · Scrum Master & Agile Project Manager · Apr–Dec 2018 · Bristol
A short but formative chapter in a large organisation, working in a scaled agile environment and helping teams navigate dependencies, planning rhythms, and end-to-end flow.
Translating creative and technical constraints into product decisions
Aer Studios · Technical Product Manager · Dec 2018–Apr 2021 · Bath
At Aer, my role started earlier and ran longer than delivery alone: I helped win the work, shape it, ship it, and support it in market. Because Aer was technology-agnostic, the work widened my scope across a range of solutions and technologies, including augmented reality and mobile apps, for clients such as Diabetes UK, Historic Royal Palaces, Breast Cancer Now and the Roman Baths.
The growth here was different: not people leadership, but product depth. After investing so much effort in implementation, I wanted to stay closer to what happened next: whether the product worked for users, changed behaviour, and created lasting value. The best product leaders shorten feedback loops between teams, and between the business and its customers.
Building an evidence-led product organisation in B2B SaaS
Signable · Apr 2021–present · Bristol
I joined Signable as the first dedicated Product Manager in the organisation and have grown with the business; Lead Product Manager, then Head of Product, Head of Product & Data, and now Head of Product & Design. As the company scaled to ~4,000 active customers, I built my third team: four direct reports across Product Management and Product Design, working with three squads.
In practice, that has meant strengthening discovery, improving how we use data to inform decisions, and making product, design and engineering accountable for outcomes together.
Lately, I have been building internal AI agents that give the product team a more continuous stream of customer and market signal. Agents include: Support Pulse compares monthly support themes to surface emerging, persistent, and declining issues. Sales Pulse identifies revenue-linked blockers and enablers from won and lost deals. Integration Signal Seeker and Feature Seeker help turn customer conversations and survey responses into clearer demand patterns for roadmap and strategy conversations.
At leadership level, I represent product and design in company planning and governance: setting and tracking OKRs, contributing to five-year planning, supporting ISO27001 certification and ongoing compliance, and helping the business through a detailed investment-readiness due diligence process.