A spike works well when there is a specific question to answer or decision to make, and the main need is clarity and a clear output within a defined timeframe. If the challenge is bounded and the priority is making progress on something specific, a spike is usually the right starting point.

A longer engagement makes more sense when the work involves sustained strategic support over time, when priorities are likely to shift as the work develops, or when the need is broader, such as building a product function, preparing for exit, embedding AI-first ways of working, or providing ongoing product leadership. Some engagements start as a spike and develop from there.

Longer engagements are typically between 10 and 30 days of work, spread over two to four months. The work is scoped around agreed objectives at the outset and reviewed as it progresses, so effort stays aligned to what the organisation actually needs.

The shape of the work varies. It might involve strategy development, org or process design, interim or fractional CPO support, hiring, or helping the product team develop AI-first ways of working. Most engagements involve a mix of analysis, working sessions, and workshops alongside more informal support and ongoing input as decisions develop.

I recommend delivering Design and Decision Spikes in person, as the pace, energy and collaboration are strongest when people share the space.
However, I can adapt both for remote delivery. Remote versions are priced individually, as they require different facilitation setups.

Standard in-person pricing includes UK travel and expenses, except for remote or hard-to-reach locations, which are priced separately.

Spikes work best when there is one clear challenge, such as:
• choosing between competing ideas
• prioritising or clarifying direction
• exploring a new product or feature concept
• navigating role changes or transitions
• building confidence or unblocking a specific behaviour
• resolving uncertainty quickly

Yes. This is an area I work on directly with clients, either as part of a broader engagement or as a focus in its own right.

For most product teams the challenge is not access to AI tools but knowing how to use them well and build them deliberately into the way the team works. That means looking at where AI genuinely changes how good product practice works, redesigning processes accordingly, and making sure the team has the skills and confidence to work in new ways. This can cover research and synthesis, prioritisation, product specification, decision-making, and how the team communicates and documents its work.

Yes. Where it is useful, I design and deliver training programmes to help product teams get started with or progress their AI-first ways of working. This is not generic AI training. It is built around how the team actually works and what they are trying to do differently. It can run as a standalone programme or alongside broader process design work, with ongoing support as the team builds confidence and embeds new habits.

For Design Spikes and Decision Spikes, you’ll just need:
• a room large enough for the group
• a projector or large screen
• a whiteboard or a large writable surface
• space to put up Post-its or printed materials

Simple physical tools are best — nothing complex required.

For Coaching Spikes, I’ll use your existing tools. Daily prompts can run through Slack, Teams, WhatsApp, or any secure chat platform you already use. The start and end sessions can run on any video tool your organisation prefers — Zoom, Teams, Meet, etc. If nothing is available, we can default to Google Hangouts.

Not much. I start with a conversation with the CEO or whoever is sponsoring the work, to understand the context and agree what a successful engagement looks like. From there I put together a proposal scoped around those objectives.

Once the engagement begins I will usually ask for any relevant background documentation that already exists, and access to the right people in the business. There is no expectation that anything is prepared or produced specially. The most useful thing is an open introduction to the team and a willingness to share context as the work develops.

No problem. I’m happy to adapt the format — whether that’s adjusting the structure, adding sessions, creating team-specific versions, or tailoring delivery to individual needs.
Just note it in the booking form and request a call; we’ll discuss options before you commit.