What our consultants have built.

Sky's consumer identity function had grown organically across multiple markets, products, and acquisitions. The result was a fragmented identity estate, dozens of auth flows, inconsistent customer data, and a platform that couldn't support the personalisation and security demands of a modern media business.

The brief was to consolidate, modernise, and futureproof the platform while keeping 30 million active users uninterrupted. The secondary challenge was building and leading the cross-functional team that would deliver it.

As part of the founding product team at Lastminute.com, the challenge was building a two-sided travel marketplace from scratch at a moment when consumer trust in online booking was still being established.

Speed, customer trust, and inventory breadth all had to be developed simultaneously in a company that was growing faster than its infrastructure could easily support.

Merlin's digital commerce operation spanned a £200M+ portfolio of attractions, with significant revenue still flowing through third-party ticketing channels at the cost of margin and customer data.

The brief was to grow direct digital bookings, reduce third-party dependency, and build a loyalty proposition that deepened the relationship between guests and the brand across multiple visits and multiple attractions.

Nando's had a passionate customer base and strong brand loyalty, but limited digital infrastructure to capture or leverage it. The business was processing 26M+ annual orders with minimal digital touchpoints, leaving significant data, efficiency, and loyalty opportunity on the table.

The challenge was moving a high-volume, high-velocity restaurant operation to digital-first without disrupting the in-restaurant experience that made the brand what it was.

Delivering meaningful product change in a large regulated financial institution requires navigating competing stakeholder priorities, compliance constraints, and legacy technology, while maintaining the pace and rigour that customers expect from a modern banking product.

The brief was to lead product delivery across a significant digital programme, aligning engineering, compliance, risk, and design teams toward shared customer outcomes.

Across Nokia and O2, the challenge was consistent: delivering meaningful digital product improvement at the pace a competitive market demanded, within organisations that were simultaneously managing large-scale network and platform transitions.

Consumer expectations, technology change, and competitive pressure required rapid, customer-led product development, across both consumer and enterprise product lines.