The Spike Company was created to help organisations make progress on difficult product decisions - with clarity, confidence, and momentum.

The work is grounded in experience leading and advising product organisations through growth, change, and complexity. Much of that experience comes from situations where the cost of getting decisions wrong was high, time was limited, and clarity mattered more than consensus.

In our experience, organisations rarely get stuck because they lack talent or ambition. They get stuck because product decisions become overloaded - too many inputs, unclear ownership, weak prioritisation, or processes that no longer fit the scale or context of the business.

The work here is designed to address that directly.

Spikes take their name from software development, where design or research spikes are used to reduce uncertainty before committing to delivery. We apply the same principle to product strategy: focused, deliberate pieces of work that clarify direction, test assumptions, and make trade-offs explicit.

Spikes are often used as part of wider product strategy engagements, alongside longer-term support on strategy, operating models, processes, and organisational structure. They are tools for progress, not an end in themselves.

Our background spans scaling product functions, shaping product and innovation processes, and supporting leadership teams as strategy evolves over time. That experience informs how engagements are scoped, structured, and adjusted as priorities change.

AI plays a supporting role in the work, helping to explore options, synthesise insight, and challenge assumptions more effectively. It is used to strengthen judgement, not replace it.

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

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