About Me

I became the Product Manager I wish I had earlier.

I’m Jimmy. I’ve been close to products from the founder side, the commercial side and the delivery side. That experience changed how I work: the founder should stay the hero, the build should stay accountable to the problem, and the next spend should be earned by evidence.

Work with me →Why I work this way ↓

I sit on the founder’s side of the table.Product judgement first. Delivery second.

The story I care about

You are the hero. My job is to change the direction of the product story.

Every engagement starts with your situation, not with my service list.

Someone

You are the founder or product owner trying to move an idea, team or product forward.

What do you really want?

Tension

Something feels uncertain: scope, progress, product-market fit, timing or the size of the next spend.

What is not working?

Obstacle

Complexity, unclear ownership, fragmented advice or a build team solving a different problem.

What is in the way?

Risk

Time and budget move before enough learning happens, and momentum starts replacing judgement.

What happens if nothing changes?

Intervention

I step in as the Product Manager: frame the problem, challenge assumptions, define scope and own the product decisions.

What needs structuring?

Future You

You can see what is being built, why it matters, who owns the decision and what evidence earns the next investment.

What becomes clearer?

Why I work this way

I have seen how easy it is for activity to look like progress.

When nobody owns the product decision, founders end up translating between commercial goals, customer needs and delivery teams themselves. Scope grows through conversations, technical choices start shaping the product, and the person carrying the commercial risk becomes the least informed person in the room.

I do not think founders should have to become full-time Product Managers just to keep the build connected to the original problem.

That is the role I now play: one accountable product layer between founder intent, specialist execution and customer evidence.

Experience behind the approach

I have worked across products where workflows, users and delivery all had to meet.

The category changes. The product discipline does not.

HR / Compliance SaaS

YourHRM

HR management, recruitment and sponsor-compliance workflows translated into a digital product.

Discovery · workflows · requirements · beta delivery · GTM preparation

Multi-sided Marketplace

HoomWork

A marketplace connecting customers, tradespeople and suppliers across mobile, web and admin experiences.

Product strategy · user journeys · roadmap · cross-platform delivery

Public-sector Workflow

Smart City Procurement

A UK local-government initiative translating complex procurement and supplier participation into clearer workflows.

Workflow design · product strategy · procurement planning · supplier onboarding

What experience taught me

The biggest product lessons are usually commercial before they are technical.

These are the principles I carry into every founder engagement.

Do not start with the feature list.

Start with the customer problem, the evidence and the business decision that needs to be made.

More delivery is not automatically more progress.

A busy team can still be learning very little if nobody owns the product question.

Scope needs an owner.

Specialists should challenge feasibility, but product trade-offs need one accountable decision layer.

The next spend should be earned.

Continue, reduce scope, change direction or stop. All four can be good product decisions when the evidence supports them.

How I show up

Independent enough to challenge the build. Practical enough to help deliver it.

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Direct with me

You do not get sold by one person and handed to someone else to interpret the brief.

Commercially aware

User value matters, but so do cost, timing, risk, cash and the reason the product exists.

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Delivery-literate

Requirements have to survive contact with real design, engineering, QA and technical constraints.

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Independent incentive

I do not make more money because your build becomes bigger. Product and delivery costs stay separate.

Future You

The goal is not to make you better at Product Management. It is to give you clearer control of the product.

After working together, the founder should have less ambiguity, not more process.

Clearer scopeYou know what is in, what is later and what is explicitly excluded.

Clearer team directionSpecialists work from one product direction rather than fragmented conversations.

Clearer investment decisionsThe next spend is tied to evidence, priorities and risk.

More founder headspaceYou stay involved in commercial decisions without managing every product detail.

Fit

I am most useful when you want product judgement, not just another pair of hands.

Good fit

You are a founder or small team without dedicated product leadership.
You already have developers or specialists but need someone owning the product decisions.
You want assumptions challenged before they become expensive scope.
You are willing to change the plan when evidence says the plan is wrong.

Probably not a fit

You only need a developer or project coordinator.
You want someone to rubber-stamp a scope that is already fixed.
You are looking for a large all-in agency that owns every discipline.
You do not want to hear “not yet”, “smaller” or “stop”.

Bring me the product decision you do not want to get wrong.

Tell me what you are building, what is unclear and where time or money is at risk. We will work out whether I am the right person to help and what the sharpest next step is.

Book a Product Fit Call →See how I work