Work I've Built
A collection of working apps, websites, prototypes and code projects, built to explore, experiment and solve real problems, alongside documented product work from professional engagements.
Working apps, websites, prototypes and code projects I've built to explore ideas, experiment with tools and solve real problems, alongside documented product work from professional engagements.
Live★ FeaturedNew Product Introduction: Building a Product Function from Nothing
No product function, no visible roadmap, and no repeatable way to get from an idea to a live service. I was a contractor, so none of the roles the process needed actually existed. * Built the New Product Introduction framework from nothing, moving the business from sales and marketing led to product led * Proved the case well enough that the business created a permanent Director of Product role, which did not exist when I arrived * Five products launched in eight months, four from scratch and one relaunched in two weeks * Opened an off-net revenue path that mattered more than anyone expected, as on-net connectivity dropped * Found consumer VOIP leakage where billing had stopped but the supplier service and equipment rental had not
Alpha★ FeaturedCloudio Learning: An AI-Native Learning Platform Built Solo, and Why It Stopped
Not a tracker. Roughly 45 entities, 50 pages, 100 components and thirteen AI use cases, built solo by directing an AI development agent. It works in parts and is broken in others, which is the honest state and the reason the entry exists. * AI embedded through the product rather than bolted on: course import from any URL, twelve-month curriculum generation, a dual-persona study assistant, natural-language search, quiz and assessment generation, recommendations and enrichment * Live at learn.cloudio.co.uk, with the core loop working * Discovery, social, enterprise, skills and podcast layers on top of the core loop * Development stopped by an internationalisation retrofit onto hardcoded English * The lesson, and the real output: i18n is a day-one decision and its retrofit cost is superlinear
MVPCore Platform: Defining the Shared Services Layer for Three Enterprise Products
Nobody wants to build sign-in, permissions, approvals, records and audit three times over. Build it once badly and all three products inherit the problem. Eight months, 47 formal product artefacts. * Rationalised a fragmented capability model into bounded products, then cut it by roughly a third again when timeline and budget changed * Wrote a 171-requirement non-functional baseline that did not previously exist, covering every product line, the platform and development * Led phasing across four product lines under budget pressure, which meant two other product managers cutting their scope against a line I drew * No deep dive published for this one. The detail that would make it a good technical read belongs to a live programme, so it stays unpublished
LiveConverged Infrastructure as a Service: From Capex Blueprint to Partner-Sellable Platform
Competitors already had consumption services and we had none. The architecture turned out to be the easy half, because every component I needed belonged to a different team in a business where those teams did not talk to each other. * Hundreds of possible configurations reduced to five sizes partners could actually sell * Opened a channel motion the Capex-only model could not support * Became the main value driver in the portfolio, with Storage-as-a-Service repositioned as the follow-on upsell * Measurably reduced silos across four product teams, with a roadmap alignment tool that caught launched products selling unsupported hardware * Fully scoped at departure: PRDs validated, reference architectures, consumption model and pricing in place, partners in pilot
LiveOnDemand CX: Turning an Infrastructure Gap into an Enterprise Product
The business sold mid-market only. The enterprise platform was not on offer at all, the private cloud underneath could not have run it, and one person scoped the infrastructure for every single deal by hand. * Platform revenue grew more than thirtyfold in 18 months * Opened an enterprise market the business had previously written off * Solution design cut from two weeks to a few days * Customer pricing cut from two weeks to minutes, self-serve by sales * 100% pricing accuracy validated against final designs * 99.999% availability across a dual data centre private cloud
ConceptualNetwork as a Service with NetFoundry: Removing the Customer VPN from Enterprise Onboarding
I found this in deployment data rather than a strategy session. Customer-side VPN dependencies were holding up onboarding across hundreds of deployments, on a service sold on speed of access. It was never built, and the reasoning is what is worth reading. * Built the business case and Business Model Canvas for zero trust overlay networking with NetFoundry * Convened the product teams and senior executives, and ran the vendor demonstration * Brought the development team and the vendor together to build out requirements and deployment topologies * Set out build versus buy explicitly, including the full ownership cost of the open source route * Never signed off, no pilot, nothing built. I have included what I would sequence differently
ConceptualAI-as-a-Service: An Open Source Alternative to the Nvidia AI Enterprise Stack
Nvidia AI Enterprise carried a per-GPU licence, and our reference design needed sixteen licences before a single workload ran. So I checked, feature by feature, how much of it could not be replaced. * Mapped Base Command Manager to free and open source equivalents across twenty-two capability areas * Named the two capabilities I could not replace, rather than omitting them * Validated it against the teams already running those tools in-house, instead of assuming * Exposed a missing managed services layer across the whole AI proposition, which went into the project plan * Unfinished. I was still ratifying the architecture when I was made redundant
LiveBare Metal as a Service: Reviving a Failed Product with Canonical MaaS
Fixed wireless was the founding model and the fibre build came through BDUK. What did not exist was any way to introduce anything new beyond them, and I was a contractor, so none of the roles the process needed existed either. * Built the New Product Introduction framework from nothing, moving the business from sales and marketing led to product led * Proved the case well enough that the business created a permanent Director of Product role, which did not exist when I arrived * Five products launched in eight months, four from scratch and one relaunched in two weeks * Opened an off-net revenue path that mattered more than anyone expected, as on-net connectivity dropped * Found consumer VOIP leakage where billing had stopped but the supplier service and equipment rental had not