I started The Spike Company to help organisations make progress on the product decisions that matter most, with clarity, confidence, and momentum.

My background is in product leadership. I have worked as a CPO and in senior product roles across a range of businesses, leading product functions through growth, change, and complexity. That experience now informs how I work with other organisations, either stepping in directly or working alongside the leadership team.

The work spans a range of engagements. Sometimes that means acting as an interim or fractional CPO while a permanent hire is made or a transition is underway. Sometimes it means building a product function from the ground up, defining roles, running hiring, and establishing the operating model. For companies approaching exit, I help ensure the product organisation, processes, and metrics are in good shape and tell a coherent story. Other times the focus is narrower: org design, process design, or getting unstuck on a specific strategic question.

I also work with organisations on how to design and embed AI-first ways of working into their product function. This is not about adding AI tools to existing processes. It is about rethinking how product teams research, prioritise, spec, and make decisions when AI is available throughout the workflow. I have done this with clients across a range of contexts, and I help other teams do the same in a way that is structured, sustainable, and suited to how they actually work.

Organisations rarely stall because they lack talent or ambition. They stall because product decision-making becomes overloaded, with unclear ownership, weak prioritisation, or processes that no longer fit the scale or stage of the business. That is usually where I come in.

Spikes take their name from software development, where a spike is a short, focused piece of work designed to reduce uncertainty before committing to a larger effort. I use the same approach in product strategy: a spike is a defined piece of work with a clear question, a bounded scope, and a useful output at the end. Sometimes a spike is the whole engagement. Sometimes it is one part of a longer piece of work. Either way, the point is to make progress on something specific rather than letting it stay unresolved.

AI plays a supporting role in the work, useful for exploring options, pressure-testing assumptions, and synthesising insight. It strengthens the thinking; it does not replace it.

Whether you need a focused piece of strategy work or sustained product leadership over several months, the aim is the same: clearer thinking, better decisions, and steady progress on the things that matter.

If you would like to explore whether this would be useful for your organisation, I’m happy to talk.