Portfolio of Work

ENSEK provides mission-critical SaaS to UK energy retailers. When I joined, several core platforms were at MVP stage — functional for small-scale use but not ready for the demands of the UK's largest energy suppliers. The challenge was to industrialise these platforms while simultaneously winning and onboarding major enterprise clients under tight regulatory and compliance timelines.

• Multiple MVP platforms needing enterprise-grade hardening
• Complex Regulatory & Cyber environment (Ofgem, DESNZ, ISO27001)
• Enterprise clients expecting zero disruption during migration
• Concurrent delivery across 5+ major integration programmes

I implemented a structured Product Operating Model spanning Strategy, Discovery & Validation, Roadmapping, and OKR execution. I worked closely with engineering leadership to introduce observable delivery practices — staged rollouts, feature flagging, and release governance — that gave us the confidence to ship at pace without risking live client environments.

• Introduced OKR framework and Full Margin Operating Model
• Led 5+ complex platform integrations end-to-end
• Implemented A/B testing, feature flags, hypothesis validation
• Built product analytics suite with event taxonomy & real-time dashboards
• Championed cross-functional alignment across Eng, Data, Ops, Commercial
• Won and led multiple enterprise client onboardings

The platform evolved from a collection of MVPs into a resilient, enterprise-grade product suite. Migration of 20M+ users was executed with zero revenue disruption. Commercial outcomes exceeded targets, and the operating model we built continues to drive compound improvements across the platform.

• £15M+ revenue uplift through milestone-based OKR execution
• 30% reduction in Time-to-Market
• 40% reduction in Cost-to-Serve
• 99%+ uptime maintained throughout migration
• New product analytics capability enabling data-driven decisions

With Half Hourly (HH) settlement becoming mandatory in 2027 and demand rising for Time-of-Use and EV tariffs, we identified a time-limited opportunity to get ahead of the market. Two strategic bets were on the table: give clients a competitive advantage by launching HH-enabled products before the mandate, and secure early-adopter benefits once the new Ofgem regime took effect.

The scope was substantial — HH enablement required wholesale changes across Onboarding, Metering, Tariff Management, Consumption Reconciliation, Account Servicing, and Billing. Two technical challenges dominated: the data volumes involved demanded serious platform scalability and performance work, and throughout all of it, end consumers had to see zero visible change.

• Time-limited commercial window before regulatory mandate
• 6+ core platform processes requiring wholesale change
• Data scale and real-time performance demands at 30M+ reads/day
• Zero visible consumer impact — a non-negotiable constraint

The foundation was the team. I scaled the product engineering area from zero to 60+ people — Product Experts, Architects, and Onshore & Offshore Engineering squads. I established a clear product vision tied directly to commercial outcomes, published roles and responsibilities across the team, and built a high-performance culture grounded in the principles of the Five Dysfunctions of a Team: trust, productive conflict, commitment, accountability, and collective focus on results.

With the team in place, a structured programme of discovery, value prioritisation, A/B testing, and observability work followed. A parallel track of proactive stakeholder management — internal and external — kept scope controlled and momentum high under significant time pressure.

One area I'm particularly proud of: when continuous assumption-testing revealed the full build was more complex than initially scoped, we identified it early enough to increase investment and stay on track — rather than discovering it at delivery.

An MVP was delivered in 2024, enabling clients to realise £8M+ of revenue benefits in year one across 500k+ customers — while the team continued building the full capability in parallel. This sequencing proved prescient: clients began accruing settlement benefits ahead of competitors who were still working towards qualification.

• First vendor to qualify under the new MHHS regime — clients first to market
• £4M+ added to company bottom line via incentive payments and 10% ARR uplift per migrated customer
• 20+ core business processes updated with no visible consumer impact
• 97% uptime maintained throughout the programme
• 3 new partner API integrations completed
• Fully client-agnostic solution — configuration only, no custom builds

SWOT analysis revealed a material gap in our platform: no Pay-As-You-Go payment capability. Every competitor offered a variant — at a premium — meaning we were both hindering client growth and leaving revenue on the table. The decision to build became a focal point of product strategy.

The risk was significant on two fronts: the underlying technology — multi-vendor token management, cryptographic signing, and HSM integration — was genuinely complex and expensive to build. And once live, this was a 24/7 payment system where failure meant direct reputational damage to our clients. The upside was equally compelling: if we could out-execute the incumbents on reliability and cost, we'd have a true USP in the market.

My most critical early contribution was alignment — across 60+ people, internal and external stakeholders had to agree on goals, strategy, scope, segment prioritisation, and success criteria before a line of code was written. I was equally opinionated about what we wouldn't build, which proved just as important in keeping momentum.

I orchestrated deep technical research — engaging payment merchants to scope token management, HSM security, cryptographic signing, retry behaviour, and scheduling. This was complemented by extensive user journey mapping, segmentation analysis, failure mode modelling, and user research for the planned consumer app.

I also created comprehensive API specs, event taxonomies, and data dictionaries — which underpinned our Retrieval Augmented Generation (RAG) layer, enabling the product to answer client and support queries on payment, ledgering, and failure-state scenarios at scale.

Post-launch, we hit early challenges with observability — failure modes were occurring at a low rate but were difficult to debug quickly enough to satisfy service desk SLAs. We iterated hard: challenging our own designs, running extensive A/B tests across real-world device behaviours and customer segments we hadn't anticipated, and building custom tooling where needed.

Over 18 months of strategic roadmap execution, the product became a commercial success — scaling to 5M+ customers with industry-leading transaction performance and a cost-to-operate significantly below the incumbent alternatives.

Ecotricity had a 160,000-device smart metering estate with significant operational drag — poor commissioning health, high support demand, and an ageing platform that couldn't support the real-time analytics the business needed. The smart metering mandate was tightening, and regulatory cyber security accreditation was a hard blocker for go-live.

• 160k meter estate with degraded commissioning health
• High customer support volume driven by smart meter failures
• Regulatory cyber security assessment required before operation
• Outdated integration architecture limiting analytics capability

I led a full re-platforming programme — from platform selection and vendor consolidation through to operations design and rollout. I built a cross-functional delivery team spanning internal ops, third-party vendors, onsite engineers, and regulatory and cyber security stakeholders. Achieving DCC accreditation required close collaboration with the security team on NIST-compliant controls.

• Led full smart metering platform re-platforming programme
• Coordinated multi-party delivery across vendors, ops, and engineers
• Led successful DCC cyber security accreditation
• Implemented scalable data integration for real-time analytics
• Designed automated workflow optimisation reducing support demand
• Reduced OPEX through provider rationalisation and tool consolidation

Within 15 months, the platform was accredited, re-platformed, and delivering measurably better outcomes. Commissioning health improved substantially, support ticket volume fell, and the new data integration gave the business real-time visibility it had never had before.

• 20%+ improvement in meter commissioning health across 160k estate
• 7–10% reduction in customer support demand
• DCC cyber security accreditation achieved on time
• Real-time analytics and reporting implemented
• Meaningful OPEX reduction through platform rationalisation

Procode was building a new B2B SaaS platform from scratch in the energy market — a domain with stringent regulatory requirements and complex technical certification processes. There was no product team, no operating model, and no playbook. The challenge was to build the product, build the team, and get to market quickly enough to matter.

• 0-to-1 product build with no existing team or process
• Regulatory certification required before commercial operation
• Cyber security assessments mandatory for market participation
• Competitive market requiring rapid GTM execution

I built the product team from scratch — hiring, establishing standards, and creating an accountability culture from day one. Alongside that, I drove the GTM strategy and managed the regulatory certification process in parallel with product development, ensuring we could go to market without delay once the platform was ready.

• Built and hired a high-performing agile product squad from scratch
• Led GTM strategy, persona analysis, and user research
• Managed regulatory and cyber security certification end-to-end
• Implemented quality gates and observable delivery processes
• Incubated 'Smart Insights Platform' as a new add-on ARR stream
• Produced all sales and marketing materials; presented at executive level

Within two years the platform went from a blank sheet of paper to a certified, commercially successful B2B SaaS product with 50k+ active accounts. The ancillary 'Smart Insights' product opened a new ARR stream that hadn't previously existed.

• 0 → 50k+ accounts through iterative, agile development
• Regulatory certification achieved on schedule
• New ARR stream created via Smart Insights Platform MVP
• High-performing squad built with strong culture of accountability
• Observable delivery processes established as platform standard

LV= needed to migrate a 1M+ customer Life & Pensions portfolio from a legacy system to a modern target platform. In financial services, this type of migration carries significant risk — data integrity failures can have regulatory consequences and directly impact customer outcomes. The project required a rigorous QA and governance framework.

• 1M+ customer records requiring safe migration
• Highly regulated financial services environment
• Legacy system data quality issues needing remediation
• Offshore QA teams to coordinate across time zones

I led the QA effort for the ETL migration, building out a comprehensive test and governance framework that gave stakeholders confidence in every data transformation step. I managed offshore QA teams, produced detailed risk assessments, and implemented automated test packs that could validate data integrity at scale.

• Led full QA governance framework for the migration
• Managed offshore QA teams across geographies
• Built automated test packs for high-volume data validation
• Produced risk assessments and test documentation to FCA standards
• Established systematic defect triage and remediation processes

The migration was completed successfully with full data integrity — over 1 million customer records moved to the target system without loss or misclassification. The automated test frameworks built during this engagement became reusable assets for subsequent migration phases.

• 1M+ customer portfolio migrated with zero data loss
• Full regulatory documentation delivered to FCA standard
• Automated test framework built and reused in subsequent phases
• Offshore team productivity significantly improved through governance structure