Digital services
Turn expertise or a service into something customers can use
Shape the offer, customer journey and software behind a service that should be easier to buy, use or deliver at scale.
Services
Software for new revenue, stronger services and better operations.
I work directly with founders and established businesses to turn a product idea, proven service or operational bottleneck into useful software. Product, engineering and launch stay connected from the start.
Core services
Build around the opportunity, not a list of technology.
The useful result might be a sellable product, a better way for customers to use a service, or an internal system that gives the team more capacity. The software follows the commercial job it has to do.
New products and SaaS
Build the first version people can actually use
Focused MVPs, subscription products, dashboards and specialist software for founders testing a market or extending an existing business.
Internal systems
Give the team more room to grow
Purpose-built tools, reporting and workflow automation that remove repeated work, fragile spreadsheets and slow hand-offs.
Portals, booking and commerce
Make it easier for customers to buy and use the service
Accounts, payments, subscriptions, memberships, bookings and self-service connected to the systems that make the offer work.
Integrations and automation
Make the systems behind the offer work together
Connect CRM, finance, booking, email and operational tools, then automate the repeated hand-offs that slow people down.
Demand and product insight
See what earns attention and where people drop away
Search, analytics, attribution and conversion work used to understand demand, improve the offer and make better product decisions.
Delivery
From a good opportunity to software people use.
The process stays close to the commercial goal, with visible progress and enough structure to make good decisions without slowing the work down.
Find the leverage
Understand the offer, users, existing work and commercial opportunity before deciding what to build.
Shape the product
Set the useful first version, success measures, responsibilities and a delivery plan that fits the opportunity.
Build the answer
Design, engineer and connect the software with visible progress and regular decisions.
Put it to work
Test the important flows, prepare the people using it and make the handover clear.
Learn and improve
Use live behaviour, feedback and business evidence to decide what deserves attention next.
After launch
Keep the product and the business around it moving.
After launch, priorities sit on a live roadmap for the software, the customer experience, the evidence coming back from users and the systems the product depends on.
Product care and improvement
Keep important software healthy and moving
Maintenance, fixes, performance, accessibility, analytics and focused improvements managed against a clear priority list.
Growth and product insight
Keep learning where the opportunity is
Search, customer journeys, analytics, testing and reporting used to see where a product or service can work harder for the business.
Applications and systems support
Maintain and extend working software
Product improvements, integrations, automation, data and technical support for applications or internal tools already in use.
Fractional product and technical lead
Senior ownership without a full-time hire
Roadmap, architecture, supplier decisions, delivery oversight and continuous improvement kept close to the business context.
Fit
Good work starts with a real opportunity.
A strong fit
- There is a product, service or operational change tied to new revenue, capacity or a better customer experience.
- You want direct access to the person making product and engineering decisions.
- The work needs the offer, customer experience and software considered together.
- You are prepared to choose the useful first version over an undisciplined feature list.
Probably not the right fit
- A cosmetic refresh with no customer, operational or commercial reason behind it.
- Staff augmentation where the brief is only to clear a backlog of disconnected tickets.
- An AI demonstration with no user, workflow or business reason to exist.
- A fixed solution chosen before the underlying problem has been examined.
Next step
Start with the opportunity, not the specification.
Send the current situation, the people it affects and what it could make possible. I’ll reply directly about fit and a sensible next step.