...among other things.
Most of the work I do with clients falls into the following 4 categories. Engagements can also be a mix of these.
This ranges from one-on-one coaching with a single person to sessions with multiple teams.
Sessions are typically held fortnightly for one hour per session.
This is most appropriate for the most senior product or growth leader in the organization (or CEO/founder), especially when the person is new to their role or to product/growth functions. Coaching focuses on high-impact problem solving and mindset alignment.
In this arrangement, I perform a full-spectrum role (eg Director of Product) on a part-time basis.
This engagement is designed to build momentum, structure, and process in high-impact areas by temporarily filling a leadership role. The goal is to drive outcomes and lay foundations for future leaders.
It’s ideal for organizations needing senior-level expertise without committing to a full-time hire, often when there's a gap in the leadership team or during periods of growth.
Advisory and consultancy engagements can be broad or specific in nature.
Broad engagements are typically structured around planning cycles with goal setting, strategy, and roadmapping workshops being the main activities.
Specific engagements are centered around a desired outcome, which I advise on and in some cases deliver.
These engagements are best suited for when you are in need of external expertise due to a skill or capacity gap.
Occasionally I perform short-term full-time engagements where I work as an embedded team member for a set period - usually 3-6 months.
This entails all the responsibilities of a full-time hire. The only difference is I send invoices rather than join your payroll.
This is most appropriate for when your org is at a critical juncture, such as a company re-org, recent/upcoming funding round, or launching a new product.
After over a decade working in product and growth I have come to realise that I truly am a generalist.
I wouldn't have it any other way.
The fact is I immensely enjoy both qualitative and quantitative research. I can write my own SQL queries and create customer segmentations. Equally, I love conducting user research studies and creating insights through synthesis.
I have a background in process design, incentive design, UX design, org design, branding, change management, SEO, copywriting, PPC, CRO, and comms strategy. I even have an accountancy qualification that I have never used. I write code (badly). I've been an individual contributor for many years but also hired, led, and managed teams of over 25 people. Developing a team is a joy.
I've simultaneously been told my superpower is workshop facilitation and also breaking down big goals into a strategy and then tangible work packages.
If you're a hammer, everything looks like a nail. I am a Swiss Army Knife. I think that is necessary in product management. You never know what challenges you will face.
If you did, it's probably not product management.
As part of a successful startup, I moved into my first C-level position relatively quickly. Even though the role came naturally to me, there were topics which I just didn’t have on the radar as a first timer.
Jayson was easily able to understand our business and breakdown my challenges in ways which helped me to solve them much more quickly and creatively than could have doing it alone. Jayson was a large contributor to most strategic topics I went through during our time together, both as a coach and accountability partner.
I can’t tell you what a difference you have made to the Connect project, and to Continuo as a whole, as this project is central to our long term future as a charity.
I've grown so much under Jayson's leadership, both personally and professionally. Jayson is a pragmatic and wise mentor who taught me everything from product marketing, to technical copywriting, to time management and conflict resolution skills.
Under his expert guidance, I not only advanced my career, but also developed better judgment, mental clarity, and became a better leader myself.
I started my career in Deloitte Consulting, then moved into Deloitte Digital.
Since then I have held numerous positions in startups, scale-ups, and enterprises, as well as consulted with dozens of companies. Most recently I was Senior Director of Growth Product at BairesDev, leading a team of over 25 people.
I have worked in B2C, B2B, marketplace, Saas, eCommerce. App and web.
I have run training workshops for product managers from over 100 organizations including Spotify, HelloFresh, UK Home Office, and Accenture.
I also coach senior Product and Growth practitioners, and act as a Product advisor to a couple of London-based non-profits.
Based in London with wife, daughter and 2 dogs.
LinkedIn Profile.