What this is
This is not product coaching or team facilitation. It is senior‑level advisory and sparring for leaders who want a partner who has actually run a business, held P&L responsibility, led integrations, carried interim CEO accountability, and made hard build/buy/partner calls under pressure.
I bring 25 years of experience in B2B software, 16.5 of them in HR tech, across roles including Business Manager (P&L owner), CPMO, VP Product, Director Product Management, and Co‑Founder.
Examples of this kind of work in my career:
-
At Alpega Group, I led the strategic review and rationalisation of two acquired product portfolios, evaluating each product on cost, revenue contribution, and technical resilience, then making clear build/invest/sunset decisions and introducing a bundled solutions strategy that drove recurring revenue.
-
At Sage, I managed product investment decisions across a complex, multi-region cloud HR & payroll portfolio, balancing global standardisation with local compliance needs for small business and mid-market segments across multiple geographies, inside a publicly listed enterprise.
-
At MIXMOVE, I worked regularly with board and investors on strategy, performance, and growth priorities, translating commercial strategy into roadmap and portfolio decisions, and leading the shift from transactional to complex B2B go-to-market.
When this is useful
You’re likely here if one or more of these are true:
-
You’ve grown through acquisition and now need a coherent strategy and portfolio, not just a collection of products.
-
You’re shifting from bespoke/project work to a scalable SaaS model and need to rethink how the whole business operates.
-
You feel product, sales, marketing, and customer success are busy but not truly aligned.
-
You’re facing decisions about what to build, buy, partner for, or sunset and the cost of guessing wrong is high.
-
You need a sounding board on how to structure the organisation for the next stage of growth.
What we work on
Typical topics include:
-
Clarifying business and product strategy - what game you’re playing and what you’re not.
-
Portfolio and investment choices - which products and bets deserve focus, which should be retired.
-
Post‑acquisition integration plans - how products, teams, and tech stacks become one business.
-
Operating model design - decision rights, org structure, and ways of working across functions.
-
Go‑to‑market alignment - tying product decisions to pipeline, revenue, and retention.
-
Preparing and framing decisions for boards and investors.
How it works
-
Discovery session (free or fixed fee): 60–90 minutes to understand your context, constraints, and objectives.
-
Initial sprint (4–8 weeks): Deep dive into the most pressing questions, with working sessions and concrete artefacts (decision frames, options, prioritised actions).
-
Ongoing advisory (optional): Regular sessions (monthly/bi‑weekly) plus ad‑hoc support as you execute.
Engagements are tailored to your situation; the constant is that you get an experienced operator who tells you what you need to hear, not what sounds good.
Outcomes you can expect
-
Clearer, better‑supported strategic decisions.
-
A portfolio and roadmap that match your business ambition and constraints.
-
A more coherent operating model across product, GTM, and customer success.
-
Stronger, more confident communication with boards and investors.
These outcomes draw directly on the strategic decisions made across my career, from rationalising acquired portfolios at Alpega, to managing multi-region product investment at Sage, to driving board-level strategic alignment at MIXMOVE. Strategic advisory is not a new offering for me; it's how I've operated throughout