Digital Transformation

Most digital transformation initiatives don’t fail because of the technology. Digital transformation initiatives fail because no one owns the full picture: strategy disconnects from delivery, requirements drift, vendors pull in different directions, and what looked clear on a slide deck becomes a six-month delay in production.

I work across the full transformation lifecycle, from defining what needs to be built, to owning delivery until it’s live.

End-to-end ownership means sitting in the product chair when needed: building the feature list, writing user stories, managing the backlog, creating epics and issues in Jira, and making sure what gets built maps to what the business actually needs. And it means sitting in the delivery chair when needed: managing sprints, coordinating vendors, holding timelines, and escalating blockers before they become problems.

By acting as both product owner and delivery manager, I eliminate the handoff gap between strategy and execution.

What This Covers

• Digital initiative scoping and requirements definition
• Product ownership: feature lists, user stories, epics, and backlog management
• Jira and project tooling setup and management
• Multi-vendor coordination: agencies, technology partners, and internal teams
• Legacy to modern infrastructure migrations
• Platform launches and digital product rollouts
• Stakeholder management and executive reporting
• End-to-end delivery ownership from brief to live

Types of Engagements

Platform migrations Moving from legacy systems to modern infrastructure, coordinating across technology partners, managing parallel workstreams, and ensuring continuity throughout. Zero-downtime migrations require someone who understands both the technical dependencies and the business constraints simultaneously.

Digital product launches Taking a product from concept to live, owning the backlog, managing the build, and coordinating all the moving parts between design, development, and stakeholder sign-off.

Multi-vendor programme management When delivery involves agencies, technology partners, and internal teams all working in parallel, someone needs to own the coordination layer. I’ve operated in these environments (specifically subcontracted into agency teams managing enterprise client delivery) and understand how to make multi-party programmes work without the usual friction.

Process digitisation Taking manual operations and rebuilding them on modern digital infrastructure. Mapping what exists, designing what should replace it, and managing the transition without disrupting ongoing operations.

How Engagements Work

Every engagement starts with a scoping conversation to understand the current state, the goal, the team structure, and what’s already been tried. From there I define the delivery framework and the product approach, determining what gets built in what order and how decisions get made.

Engagements are scoped to the initiative. The involvement scales to what the project needs, from focused advisory at the start to full embedded delivery ownership throughout.