Senior product leadership, at the scale you need it.
I work to clear outcomes agreed upfront, or after initial discovery, so we’re clear on what we’re trying to achieve.
Two ways I can help
Fractional Leadership
When you need an experienced product leader without hiring one full-time.
I work 1–3 days a week alongside founders, leadership and delivery teams — bringing strategic direction, hands-on product and design expertise, and the leadership to turn priorities into progress.
Design & Delivery Sprint
When you need to turn a messy product problem into a clear plan and start moving.
Over 2–6 weeks, I work with your team to understand the problem, explore and design solutions, test assumptions and turn the outcome into a clear, actionable plan.
Four areas, whichever way we work together
Strategy & direction
- Product strategy
- Product vision & roadmap
- Opportunity definition
- Prioritisation & sequencing
- Investment decisions
Research & validation
- Customer research
- Product discovery
- Service mapping
- Proposition development
- Prototyping & testing
Design & delivery
- Product & UX design
- End-to-end journeys
- MVP scope & definition
- Delivery alongside engineering
- Measurement & iteration
Team & operating model
- Product operating model
- Team structure
- Ways of working
- Leadership coaching
- Hiring & team development
Three conversations, then work
No lengthy proposal process. I’d rather understand the problem properly, agree what a good outcome looks like, and get started.
A conversation
Thirty minutes on what you’re facing. If I’m not the right person, I’ll say so.
Agreed outcomes
We set the outcomes upfront, or after initial discovery where the problem isn’t yet clear.
Into the work
I work inside your team, not alongside it — so the capability stays when I leave.
When fractional is the better call
| Consideration | Fractional | Full-time hire |
|---|---|---|
| Time to impact | Immediate — senior leadership from week one | 3–6 months to hire and ramp up |
| Strategy and delivery | Both — direction plus hands-on product and design | Usually one or the other, rarely both |
| Commitment | 1–3 days a week, scaled as you need it | Fixed cost, fixed role, long term |
| Risk | Low — flexible, with no long-term commitment | High — a mis-hire is costly and slow to fix |
| What’s left behind | Capability in your team, not dependency on me | Knowledge leaves when they do |
Neil is simply brilliant — as capable of operating a company as he is a department.
Anant Sharma · CEO, Matter Of Form