Senior Product Manager · London, UK
7+ years shipping high-impact products at The Economist Group, PEI Group, Tymit, Nomo Bank and Moneycorp. Currently building AI agent products for clients. I turn messy problems into clean roadmaps, run experiments that generate real revenue, and build platforms that scale.
Get in touchI'm a Senior Product Manager with a track record of building and scaling commercially significant products in subscriptions, payments and fintech. I've owned product strategy for millions of global subscribers at The Economist Group, launched a fully digital Islamic bank from zero, and scaled a consumer credit product to 900k active customers.
My approach is data-first but judgment-led. I run disciplined experiments, make decisions quickly when the evidence is clear, and know when to trust intuition when it isn't. I work best in environments where the product has real commercial stakes and where getting it right genuinely matters.
Alongside permanent roles, I build AI agent products for clients - designing agentic workflows using LLMs (GPT-4, Claude), Python and rapid-build platforms, and shipping autonomous tools that replace manual processes. Recent work includes an autonomous deal analysis agent that cut analysis time by 80% for a real estate investment firm.
Currently open to Senior PM, Lead PM and Principal PM roles in London - subscriptions, fintech, growth, or platform.
Selected projects representing the breadth and depth of my work.
The Economist had 4-5 million monthly unique podcast listeners generating £5m+ in annual ad/sponsor revenue, but no paid audio product. 53% of listeners were non-subscribers - a large, high-intent audience consuming the product daily but paying nothing for it.
No infrastructure existed for audio-specific entitlements. The existing subscription stack couldn't support tiered audio access. We needed to define the product, pricing, and entitlements model from scratch - building a business case worth £8.2m over 5 years - and ship it without disrupting millions of existing subscribers. 99%+ of listening happened off-platform (Apple Podcasts, Spotify), adding integration complexity.
Led a 1,498-person audience survey to map willingness-to-pay and listening behaviour. Benchmarked competitor audio subscription models. Defined a tiered paywall strategy: flagship daily podcast free, weekly shows 75% paywalled, seasonal series fully paywalled, plus exclusive subscriber-only bonus content. Calibrated pricing at £4.90/month through pre-launch experiments. Built the access control layer on top of the existing entitlements platform with integrations across Apple Podcasts, Spotify, and private RSS feeds.
Principal PM with end-to-end ownership - from business case and audience research through engineering delivery, platform integrations, launch (October 2023), and first-year iteration. Worked across product, engineering, editorial, marketing and commercial to align all parties.
The Economist's cancellation flow offered an identical retention discount to every subscriber - regardless of their lifetime value, tenure, engagement level, or likelihood of churning. This blunt approach was leaving significant revenue on the table: over-discounting low-risk subscribers who would have stayed anyway, and under-investing in retaining high-value ones.
No personalisation existed in the cancel-save journey. The challenge was threefold: build a reliable churn prediction model on 665k+ subscribers, design a discount framework that wouldn't cannibalise revenue from retained subscribers, and prove the approach with a controlled experiment rigorous enough to convince commercial leadership to adopt it as the new standard.
Partnered with data science to build a 270-feature predictive churn model. Used propensity scores to segment subscribers by risk level and lifetime value. Designed a tiered discount framework calibrated to each segment - higher offers for high-risk/high-value subscribers, smaller or no discounts for low-risk ones. Ran a rigorous A/B test with a holdout control group receiving the existing flat discount, measuring impact on retention rate, annualised ARPU and six-month incremental revenue.
Full ownership of the initiative end-to-end: problem framing, data science collaboration on the churn model, experiment design, engineering delivery of the targeting logic, results analysis, and presentation to CPO and commercial leadership with a recommendation to scale across all retention interventions.
The Economist's customer service operation handled tens of thousands of contacts annually - subscription queries, account management, billing and technical support. Operational costs were rising, average handle time (AHT) was high, and the team was under pressure to improve efficiency without degrading service quality for a premium subscriber base.
No AI-powered deflection or automation existed in the CS operation. High contact volumes were consuming agent capacity on routine, repeatable queries that could be resolved without human involvement. The challenge was to design and deploy an AI-first contact strategy that reduced volume and AHT while maintaining the quality experience subscribers expected.
Led the end-to-end AI customer service transformation. Launched a Salesforce Einstein-powered chatbot to deflect common subscriber queries. Developed and owned an agent automation roadmap to reduce AHT through guided workflows and smart case routing. Worked across customer service leadership, engineering and commercial teams to prioritise and sequence the programme. Built the business case projecting £200k-£600k in annual savings through contact deflection and efficiency gains.
Principal PM with full ownership of the AI CS transformation initiative - from business case development through vendor selection, implementation, launch and ongoing roadmap. Accountable to CS leadership and commercial stakeholders for delivery milestones and savings targets.
Tymit partnered with Frasers Group (Sports Direct, House of Fraser, Flannels) to launch Frasers Plus - a co-branded credit card product. Tymit would power the technology; everything needed to be built from scratch under FCA regulatory requirements.
Building a regulated consumer credit product with a major retail partner involves an unusually high number of moving parts: credit policy, risk decisioning, affordability, rewards, merchant payment rails, FCA compliance, and customer UX - all needing alignment across two large organisations.
Led end-to-end product definition and delivery. Embedded Open Banking-powered affordability into credit decisioning. Owned the acquisition funnel, approval optimisation, and merchant payment experience. Ran phased rollout with careful monitoring of credit performance. Iterated post-launch on repayment journeys to improve NPS.
Senior PM with ownership across all phases. Worked with risk, engineering, design, compliance and the Frasers commercial team. Operated under FCA constraints with direct accountability to Tymit leadership.
Bank of London and the Middle East (BLME) wanted to launch a fully digital, Shariah-compliant bank targeting British expats in the Gulf. Nomo would be the first of its kind - a mobile-first digital Islamic bank with real-time payments.
Launching a regulated bank from zero under tight deadlines. Every feature needed to be built to regulatory specification, tested exhaustively, and launched simultaneously without the incremental iteration most product teams rely on.
Owned the core banking and payments workstream within the larger launch programme. Worked with McKinsey (programme management) and Mambu (core banking platform) to define, build and test the infrastructure. Led the Apple Pay integration - a technically complex milestone that made Nomo the first bank to offer Apple Pay in the UAE.
Product Manager with ownership of core banking and payments. Part of a small, high-stakes team working under regulatory deadlines. Directly accountable for delivery milestones on the payments and cards workstream.