Case studies

The situation. Affiliate products where SEO, content, engineering and QA all have a legitimate claim on the same sprint. Every team's request is reasonable in isolation; together they add up to more than the sprint holds.

What I own. The backlog, and the trade-offs behind it. Business strategy and OKRs translated into epics and acceptance criteria; discovery through to launch and post-launch optimisation; and the explicit call on what technical constraints, user experience and commercial goals cost each other.

How decisions get made. KPIs, analytics, A/B testing and user insight - with me as the single point of contact for stakeholders, so status, risk and dependencies never have to be chased.

• Backlog ownership
• OKRs
• A/B testing
• Funnel optimisation
• Scrum / Kanban
• Cross-team roadmap

The situation. Online casino delivery has a second rulebook. A release isn't done when it works - it's done when it also satisfies licensing, security, regulatory and customer-experience standards, in every market it touches.

What I owned. Project plans, timelines and delivery strategy, plus stakeholder coordination across development, design, marketing, compliance, leadership and external regulatory bodies. Risks identified, assessed and mitigated before they reached timelines or budgets.

The hard parts. Staying current on iGaming licensing requirements; integrating payment providers, game suppliers and affiliate partners; overseeing security and fraud-prevention controls; and running localisation across global markets - translations, currencies and regional regulatory adaptations included.

• iGaming compliance
• Licensing
• Vendor integration
• Localisation
• Risk management
• Fraud & security controls

The situation. SiGMA, AIBC, AGS, Med-Tech, Ikigai and FX.World run concurrently, each with its own audience, stakeholders and launch calendar - and during festival periods the sites cannot go down.

What I owned. Web project execution end to end: discovery and requirements through development, testing, launch and post-implementation support, balancing scope, timeline, quality and stakeholder expectations across all six brands at once.

What changed. I streamlined the website update workflow so content could ship through peak traffic without interrupting delivery, and ran QA focused on data accuracy, consistency, usability and defect prevention. I was the primary contact for clients, and technical escalations went straight to the CTO with a recommendation attached.

• Multi-brand delivery
• High-traffic releases
• QA & test planning
• Pre-sales support
• Stakeholder management

The situation. Localised Samsung Electronics web pages across more than 50 country sites in Adobe Experience Manager, published by teams spread across regions, to a single global brand standard. Consistency was the product, and process was the only thing protecting it.

What I owned. The North and Latin America publishing team: daily priorities coordinated with Production Managers in Poland, workloads balanced across people and time zones, and cross-regional workflows streamlined so urgent requests didn't derail planned work. I was the communication point for clients in both regions and reported delivery status upward.

Why it still matters. This is where I learned that most delivery failures are communication failures wearing a technical costume, and it's where the hands-on part of my background comes from - AEM, HTML, CSS and JavaScript used in anger, not listed on a slide.

• Team leadership
• Adobe Experience Manager
• 50+ markets
• Cross-region workflow
• Client communication