The work behind the advice
A product that needs direction. Delivery that has stopped moving. A system that makes everyday work harder than it should. These examples show how I have approached those situations, the part I played and what changed through the work of the teams involved.
Work Management and Intelligent Automation
Transformation and Recovery
Product and Delivery Leadership
BF Games | Improving the flow of work across teams
BF Games wanted to improve product, delivery and operational processes. Work needed clearer priorities, better handovers and a shared understanding of why projects had been approved.
I introduced backlog triage and a structured intake process, improving the handover from account management to development. Project initiation and kickoff meetings brought risks and unresolved questions into the discussion earlier. I reviewed workflows across back-end, front-end, QA and support, using Jira Automation to simplify how the teams worked together.
As Scrum Master, I mentored the development and support teams. The support team reduced issues outside agreed service levels to zero after we focused its meetings on prioritising overdue work. The engagement expanded into other departments, including introducing monday.com CRM and revised processes for marketing.
The delivery process moved from uncertainty over dates for work in the pipeline to a schedule extending 18 months ahead. The team reliably delivered against a plan that was communicated regularly, giving the business a much clearer basis for its commitments.
Techie Nesters | Earning trust by making the system fit
Earlier attempts had left Techie Nesters with a partly working monday.com system and understandable doubts about whether another implementation would help. This was a community supporting older adults, so its values had practical consequences for the design: the system needed to accommodate individual support needs and differing levels of confidence with technology, without making participation harder.
I listened to the client, consolidated fragmented requirements into a phased plan and involved them directly in design and acceptance. The CRM grew to cover events, applications, technical-support requests and community assistance, with Make.com handling work beyond the native automations.
The result was a more coherent operational platform, documented end to end to reduce dependency. The relationship also changed: the client asked to continue working together under a retainer. Understanding how the business operated was central to making the technology useful.
MedONE | Turning a product ambition into
organised development
The MedONE project began in December 2021, with early adoption of AI/ML in a US healthcare SaaS product. I had to adapt the project-management approach to that work and develop an understanding of the data-science and analysis requirements as this part of the product evolved. The team also needed a shared view of the product goals, limits and useful first release.
I led discovery, defined the minimum viable product, and created and maintained the backlog and risk log. I assembled and managed a multidisciplinary team of approximately 20 IT professionals, organising dedicated Scrum delivery groups to work in parallel. Retrospectives gave the team a way to identify process problems and agree improvements as development progressed.
The engagement moved the product from discovery into organised development, with a defined scope, visible risks and a delivery team in place. It brought structure to an ambitious brief while keeping the remaining uncertainties visible to stakeholders.
Yara | Product judgement and delivery
continuity
My work with Yara included separate assignments with different challenges.
Atfarm, 2021. The web and mobile product needed stronger release readiness and alignment across teams. I organised and conducted end-to-end testing before a major release, identifying approximately 200 issues. I also led two quarterly release cycles and won support for a product vision that aligned the web and mobile offerings. Remote workshops helped bring contributions from team members who were usually reluctant to speak. The work combined clearer product direction with evidence for responsible release decisions.
YaraHIVE, 2022–2023. Following a product-management departure, the field-trial product needed recovery. I addressed missed deliverables and budget and timing challenges, managed the external vendor and coordinated stakeholders across time zones. The product was delivered and handed to internal product and support teams, with user training. Yara retained me for a separate API enhancement and documentation assignment.
AudioGuide | Applying AI with hands-on judgement
AudioGuide is my independent museum-guide product initiative. I use AI to support architecture, implementation, research and draft translations, working in bounded increments with direct review and verification. The process identifies where specialist review is needed before release. It provides practical experience of directing AI-assisted work and checking its output; it is an ongoing product initiative, with launch outcomes still to establish.
I have also set up AI agents to automate QA. This has raised quality while dramatically reducing the effort required, with human review and judgement remaining part of the process.
Spincity Solutions | Restoring progress without adding
reporting work
Important software releases had not been delivered successfully for several months. Management needed a clearer view of progress, while developers were concerned that new processes would simply add reporting work.
Working as Scrum Master across operations and development, I reviewed the existing processes, strengthened risk management, triage and backlog refinement, and created a prioritised product roadmap. Work from multiple operational departments became visible through Jira and Jira Service Management workflows, supported by tailored training.
The reporting used existing pull-request activity, avoiding the extra administration developers had feared. Releases resumed and the teams had a clearer view of what was being developed, what had been released and what was waiting. The changes addressed both the need for management visibility and the practical concerns of the people doing the work.
The improvements led management to strengthen the technology team and increase its resources, rather than wind it down.
AstraZeneca / Alexion | Making
governance useful in delivery
In the first of three engagements, the Rare Diseases unit needed a project-management approach suited to software and non-software work within its corporate and regulated environment.
I reviewed the IT department’s processes and implemented a combination of Agile and structured project-management practices. I documented the approach in Confluence, configured Jira, roadmaps and dashboards, and created training materials and instructional videos. Staff training helped put the approach into use, giving the unit documented processes and better programme visibility.
I was subsequently invited back to lead a separate data-warehouse and dashboards project with an external supplier. The work required revised deliverables as requirements and timing changed, user-acceptance planning and the documentation required by the company’s project-management office. I guided the supplier through the delivery process and deployment.
The sequence shows the connection between improving how projects are managed and taking responsibility for delivery within those arrangements. A third, separate engagement involved project-management support for a marketing-data and AI-insights initiative.
Idox Health | Connecting product development
with client delivery
At Idox Health, product development and implementation were closely linked to the commercial health of the business. The organisation was moving from bespoke projects towards a product-led approach across its healthcare portfolio.
As the company’s first Product Manager, I established product-management processes while leading the products themselves from discovery through development and client implementations. Later, as Customer Delivery Manager, I managed approximately 15 implementation specialists and project managers, organised delivery groups to spread experience and owned resourcing, training and capacity planning. I documented the delivery process and revenue-recognition stages so teams could follow them consistently.
I also established user groups and led workshops that connected clients with the people shaping the product roadmap. The portfolio included a medical-records tracking solution supporting more than 10 million patients across 15+ UK installations. The experience joined product decisions, practical implementation and the business consequences of getting delivery right.
DQR | Bringing technology and operations
together under uncertainty
DQR was preparing a cryptocurrency exchange in Malta while the legal and regulatory framework was still developing. Product requirements, operational processes and external integrations had to be coordinated as the business prepared to launch.
I worked across programme management and operations, documenting standard operating procedures and translating them into user stories for the development team. I led integrations covering identity checks, wallets, CRM and customer support, and coordinated specification, Agile development and operational launch.
The exchange was delivered six weeks after project initiation. Documented operating procedures and subsequent product increments extended the work beyond the initial delivery. The example shows the value of connecting business operations with technical implementation when the surrounding conditions are still evolving.
Does any of this sound familiar?
Your organisation may be in a different industry, but the underlying difficulty may be similar. Tell me what you need to deliver or improve, what is getting in the way and which example caught your attention. We can discuss how my experience might be useful in your situation.
