My CV, in magazine form
Explore my career journey, product portfolio, skills and education in an interactive magazine.
Executive Profile
I am a Product Manager specialising in enterprise transport and operational software. My experience spans logistics operations, commercial management, implementation and product direction. I work where customer needs, commercial priorities and technical constraints meet, helping teams turn operational complexity into clear product decisions.
Over more than twenty years across logistics, operations and product, I have seen how software decisions affect the businesses that depend on them. A planning rule changes resource allocation. A costing assumption changes a quote. An integration failure becomes an operational exception. My focus is on understanding those connections and shaping products that work across the whole system.
Product Leadership and Scope
My portfolio covers TMS and our optimisation solution, and I manage three direct reports. My responsibilities include roadmaps, product governance, design review and structured delivery controls. I work with engineering, delivery, pre-sales, go-to-market teams and enterprise customers to turn complex requirements into clear priorities. That involves deciding what needs further discovery, what is ready for delivery and how teams will recognise an acceptable result.
Earlier product work covered transport management, workforce, mobile operations and document workflows. I led discovery, validation, pilots, implementations and major platform rollouts, defining requirements, user stories, specifications and acceptance criteria with customers and engineering. V9 TMS adoption is 80%. Across these connected domains, the product challenge is to maintain a coherent direction while accounting for different operational needs.
I have introduced stronger stage gates and acceptance criteria to reduce ambiguity in delivery conversations. I have also supported pre-sales and solution design, connecting customer requirements with what a product can credibly provide. Commercial judgement means understanding the value of a request alongside its delivery cost, operational fit and implications for the wider roadmap.
My leadership experience also includes earlier P&L responsibility and line management of operational and commercial/research teams. Those roles grounded my approach in service, cost and the practical conditions people need to do useful work. In product delivery, I bring that perspective to multidisciplinary collaboration: make the problem clear, expose competing priorities and give people a shared basis for decisions.
Transport and Operational-Software Expertise
I have worked on workflows spanning order management, quoting, costing, planning, resource allocation, tracking, reporting and invoicing. Experience on both the logistics-provider and software-supplier sides helps me connect product design with adoption, process fit, data quality and reliable implementation.
Transport businesses operate through interacting constraints: depot capacity, driver hours, fleet availability, customer requirements and commercial commitments. Improving one part can create pressure elsewhere. I am interested in optimisation and decision-support tools that make those trade-offs visible, so planners and managers can understand the consequences of a choice.
Integration is part of that product problem. Orders, status updates, master data and exceptions need to move reliably between transport, warehouse, ERP, mobile and customer systems. My work includes shaping integration requirements and priorities, with attention to consistent contracts and operational visibility.
Leadership Philosophy and the Clarity Cycle
Most operational problems are systems problems disguised as software problems. The Clarity Cycle is my practical response: understand the system, model the complexity, then design for decision-making. It connects discovery to delivery without assuming the first description of a problem is the complete one.
Understanding means listening to the people doing the work and mapping constraints, dependencies and exceptions. Modelling makes assumptions visible and testable through a process model, simulation, decision model or prototype. Designing for decisions means giving users the information they need to exercise judgement under real operating conditions.
I also think of products as shared models of how an organisation works: they shape what people see, measure and prioritise. That is the useful connection with Harari's discussion of shared stories. For product teams, the practical task is to keep that model coherent and open to correction. I explore this further in my product approach.
Technical Credibility
I build personal projects to test ideas and deepen my understanding of software design, usability and delivery. Work Simulator explores forecasting and capacity constraints; Warehouse Facility Creator explores network design. These experiments support my product practice by making abstract trade-offs concrete.
My technical interests include data models, APIs, optimisation algorithms and controlled uses of AI. They help me ask better questions of a design and discuss feasibility with engineers. The purpose is to connect technical detail with customer value, maintainability and the decisions a tool is meant to support.
Education and Professional Credentials
I hold an MBA, an MSc in Computer Science and a BA in History. My research includes service quality and student loyalty, and the use of genetic algorithms and Design of Experiments for optimisation. This combination informs my interest in commercial reasoning, technical systems and how people interpret evidence.
Professional credentials include FCILT, Lean Six Sigma Black Belt and CPC Road Haulage. See my education and credentials, dissertations and volunteering for more context, or explore the interactive portfolio magazine.