Focused product strategy work to clarify direction, priorities, and structure

This work is typically used where progress has slowed, views differ, or the cost of getting decisions wrong is high, and where those decisions cannot realistically be resolved quickly.

Engagements are typically between 10 and 30 days of work, spread over a period of two to four months. That structure allows the work to develop as new information emerges, priorities shift, and decisions move from early framing through to action.

The work may include analysis, working sessions, and workshops, used in whatever combination makes sense for the engagement. The emphasis is on continuity: surfacing and testing assumptions over time, making trade-offs explicit, and supporting leaders as decisions are shaped, revisited, and carried through.

This includes work on how AI should shape product strategy and product ways of working. For many organisations, the question is no longer whether to engage with AI but how to build it into the way the product function thinks, prioritises, and operates. That means rethinking processes, not just adopting tools, and making deliberate choices about where AI changes what good product practice looks like. I have worked on this directly with clients, and it can form part of a broader engagement or be the focus in its own right. Where it is useful, I can also design and deliver training programmes to help product teams get started with or progress their AI-first ways of working.

This is not a short-term fix or a substitute for execution. It is a product strategy support designed to help organisations reach better decisions and maintain momentum over the course of an engagement.

Best used when you need to:

• make a high-stakes decision where several options are genuinely viable, and the consequences matter

• assess where AI creates genuine strategic opportunity in your product and where it does not

• work through complex trade-offs that cannot be resolved in a single meeting or workshop

• bring focus and coherence to a roadmap, investment plan, or set of competing initiatives

• design and embed AI-first processes into the product function

• test, refine, or regain confidence in an existing product or innovation direction

• put a clearer structure around ownership, decision-making, and ways of working at the leadership level, including how AI changes the shape of those roles

• develop a robust, defensible narrative for executives, boards, or investors as decisions evolve

• get your product organisation started with AI-first ways of working, or help them progress