I help companies create new products. Not the next version of what they already sell, but something that solves a real problem in a way the market has not seen before: a new kind of insurance, a bike lock nobody has built yet, a service that did not exist last year. Digital is my home ground, so the products can be almost anything, from insurance to connected technology. I have spent more than twenty years in insurance and the last six in tech, first in a startup and then in a large corporation.

Two things I bring into the equation. A strong sense, grounded in design thinking and service design, of whether a product will actually fit the person who ends up using it. And a hard-won sense of how organisations work, because a genuinely new product has to survive the company long before it reaches a customer. That second part is where most good ideas quietly die.

So that is where I am most useful. Most organisations I meet are not short of ideas or ability. They are stuck, usually for a reason nobody has said out loud: a decision no one owns, a disagreement everyone is being polite about, a structure that quietly rewards standing still. I am good at spotting what is genuinely blocking progress, and better still at helping remove it. Taking something from standstill to motion, with the team rather than around them, is the part of this work I am best at.