I help software businesses get Product and Engineering pulling in the same direction, make delivery progress visible, and give leadership a clearer picture of what is actually happening — and what needs to happen next.
Let's talk →You have good people, important priorities and plenty of work underway. But somewhere between the business plan and the work being delivered, the connection can get lost.
Product and Engineering may be working hard without quite pulling in the same direction. Progress can be difficult to see clearly, and the information reaching leadership often arrives too late to be useful.
Adding people, introducing another process or asking for more reports doesn't necessarily help. Often, the first step is understanding what is actually happening and why.
Plans change, dates move and it becomes difficult to explain what will land and when.
Teams are busy, but leadership can't easily see what's progressing, what's stuck or where decisions are needed.
The team has grown, but output and the ability to deliver haven't grown at the same rate.
Product, Engineering and leadership have different views of priorities, progress and what success looks like.
I work alongside your Product and Engineering teams, not from a distance. I get to know the people, understand how the work really happens, and work with leadership to make sure everyone has a shared picture of what matters and how things are progressing.
Having worked across product, analysis and delivery, I can connect what the business needs with what teams need to make it happen.
I get stuck in, work through the difficult bits with the people involved, and leave the organisation in a better position to carry on without me.
Get Product, Engineering and leadership working from the same understanding of what matters, why it matters and what comes next.
Make progress, dependencies, risks and decisions visible while there is still time to do something about them.
I get involved, get things working better, and leave the organisation able to carry on without me. Engagements typically run 3–6 months.
There are different ways to work together, depending on what is happening in the business and how much help is needed. A Delivery Review can be a useful place to start.
A focused look at how work is moving through the organisation, where things are getting stuck and what would make the biggest difference. I talk to your people, observe how work happens and review the available information.
Work alongside your teams to improve how priorities are translated into delivery, how work is coordinated and how progress is understood across the business.
Ongoing challenge and guidance after an engagement, or for leaders who want an experienced external perspective as they navigate delivery and organisational decisions.
I tend to be most useful where software delivery has become more complicated than the organisation's ways of working can comfortably handle.
I've spent over 20 years working across product, business analysis and software delivery. At Trimble, I spent the last six+ years leading some of the most complex initiatives in the estimating portfolio: multi-team programmes with intricate dependencies, customer escalations that needed bringing back from the edge, and platform migrations where getting it wrong wasn't an option.
It's the work I've often gravitated towards: understanding what's really happening, bringing the right people together and finding a practical way forward. I set up Predictable Progress to do that work independently — getting involved with teams and leadership, making a difference, and leaving things in better shape than I found them.
Based in the UK. Available to work UK-wide and remotely.
No pitch deck or hard sell. Just a conversation about what's happening, what you're trying to achieve and whether my experience could be useful. If I'm not the right person, I'll say so.
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