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Each of these can be a consulting engagement or part of the job description for a senior product or delivery role. Same work either way - what changes is how long I stay.
Every service below sits somewhere on this cycle. Most teams have three of the six running well and one that quietly breaks the rest.
Discoverthe problem
Definewhat done means
Buildin small slices
VerifyQA & compliance
Releasesmall and often
Learnfrom the numbers
Measure, then re-prioritise — back to Discover
Service 01
Product discovery & roadmap
The problem: the roadmap is a list of everything anyone has ever asked for, sequenced by whoever asked most recently. Nobody can explain why item three comes before item seven, so the order changes every time a stakeholder pushes.
What I do: frame the opportunities properly, tie each to a business outcome and an OKR, size them honestly, and sequence them so dependencies and learning come in the right order. Then I write down the reasoning, so the order survives contact with the next stakeholder.
What you get
A prioritised roadmap with an explicit rationale per item
Opportunity framing tied to OKRs and measurable outcomes
A now / next / later view stakeholders can plan against
A prioritisation method your team can keep running without me
Service 02
Backlog ownership & requirements
The problem: tickets say what someone wants but not what "done" means. Sprints open with a 40-minute argument about scope, engineers build to a guess, and QA finds out the requirement was ambiguous only after the code exists.
What I do: break complex business requirements into epics and user stories with acceptance criteria specific enough to test against, and run refinement continuously so work is ready before planning, not during it. The requirements clarity checklist I use
What you get
A refined, ranked backlog with a definition of ready that holds
Epics and user stories with testable acceptance criteria
Refinement that runs on a rhythm instead of in a panic
Fewer mid-sprint scope arguments and less rework
Service 03
Agile delivery & Scrum facilitation
The problem: the team does all the ceremonies and gets none of the benefit. Stand-ups are status theatre, retros produce actions nobody owns, and velocity is a number reported upward rather than used to plan.
What I do: run the ceremonies with a purpose each - stand-ups that surface blockers, planning grounded in real capacity, retros with owned actions that get checked. Scrum or Kanban, whichever the work actually suits.
What you get
Ceremonies that produce decisions, not updates
Capacity-based planning instead of optimism-based planning
Blockers raised and cleared inside a day, not a sprint
Retro actions with an owner and a due date
Service 04
QA, release & compliance readiness
The problem: releases are events. Manual checks, last-minute sign-offs, and in regulated markets a licensing or security question that appears the day before launch. So the team ships less often, and each release carries more risk.
What I do: put test planning and defect triage on a footing, define what has to be true to release, and pull the regulatory, licensing and security gates forward into the definition of done - where they cost hours instead of weeks.
What you get
A release checklist covering technical, security and regulatory gates
Test plans and defect triage that keep pace with delivery
Compliance questions answered in refinement, not at launch
Smaller, more frequent, less frightening releases
Service 05
Conversion, SEO & affiliate optimisation
The problem: product, SEO and performance marketing each optimise their own metric. The page ranks but doesn't convert, or converts but cannibalises another funnel - and nobody owns the number that matters commercially.
What I do: map the journey end to end, agree the one metric that counts, and run structured experiments against it - with SEO and performance in the same conversation as engineering rather than downstream of it.
What you get
Funnel and user-journey mapping with the leaks identified
An experiment backlog ranked by expected value, not novelty
A/B tests designed so the result is actually readable
SEO, product and performance working from one roadmap
Service 06
Stakeholder alignment & reporting
The problem: leadership finds out about a slip when it's already a slip. Vendors, compliance and delivery each hold a piece of the picture, and the status report is written to reassure rather than inform.
What I do: become the single point of contact. One honest status, dependencies visible before they bite, escalations that go up with a recommendation attached instead of just a problem.
What you get
One reporting line covering delivery, vendors and compliance
Risks and dependencies surfaced while there's still time to act
Escalations that arrive with options, not just bad news
Stakeholders who stop asking "where are we?"
The gapWhy "a two-week build" is never two weeks
Half the cost of a feature sits outside the build
This is the shape of a typical feature for a team with real QA and a review process. The dark bar is the part anyone estimates. Everything below it is the part that gets discovered later.
Built in regulated, performance-driven environments
iGaming and online casino. Licensing and regulatory requirements, payment and game-provider integrations, fraud and security controls, localisation across currencies and jurisdictions. Delivery here has a second rulebook, and pretending otherwise is how launches slip.
Affiliate and performance marketing. Funnels, conversion rates and monetisation where SEO, content and engineering all touch the same page and the commercial number moves daily.
Global web publishing at scale. Localised sites across 50+ markets for Samsung Electronics through Adobe Experience Manager - where process discipline is the only thing standing between you and a hundred inconsistent pages.
Tickets shaped with my own custom skills instead of a blank template. Clickable prototypes in hours, so a debate ends in one meeting rather than two weeks of documents. Reporting and handoffs automated instead of done by hand every Friday. It means the engagement moves faster without anybody handing judgment to a model - the trade-offs and the accountability stay exactly where they were.
Send me three sentences about what's stuck, or take the free 30-minute call. Either way you'll get an honest read - including if the answer is that you don't need me.
