My experience lies at the intersection of analytics, technology, and business, and my strength is in acting as the interface between technical teams and business stakeholders.
I started my career working for startups blending business consulting with data science and product development. I then worked as an analytics-focused management consultant to further hone my technical skills, before going back to being a Product Manager for data products, first at PepsiCo, and now at CKDelta.
Outside of work, I have a variety of interests that I learn, think, and teach about. These include rock climbing, science fiction, environmentalism, current affairs, and public speaking.
MSc Management (Digital Business focus), 2015-2016
Imperial College Business School
BA (Hons) Politics with International Studies, 2012-2015
University of Warwick
Just the most recent things I’ve written. Scroll down for the rest.
If you want the bullet point version, check LinkedIn
After leaving QS, I wanted to take a step back in terms of responsibility and instead focus more on developing my analytical skills and expertise, as most (though not all) of my previous experience involved managing data scientists and analysts, rather than getting stuck in myself.
At Invent, I spent most of my time writing and testing long and complex (though not necessarily complicated) SQL scripts and writing Excel/VBA tools for a Big 4 UK retail bank. Figuring out elegant solutions to complex problems was fun. Testing, reviewing, and fixing less-than-elegant solutions (which often were necessary) was, well, less fun, but also rewarding, in its own way.
My last 4 months at Invent (which overlapped with the covid-19 lockdown) were probably the most interesting and rewarding. I was basically the ‘data guy’ on an exciting multi-disciplinary/cross-functional team building a new customer loyalty scheme for a global retailer. I was working closely with my manager to rapidly test the assumptions in the original business case, mesh my quantitative insights with qualitative research, and present our findings in weekly sessions with the global leadership and regional market teams. Aside from the insights work, we also worked together to model the global rollout’s financial case under different scenarios.
I was QuantSpark’s first employee and in my two years at the firm I helped grow the business to a team of 25+.
I started off as an analyst, but quickly had to learn how to wear many other hats and take up a lot more responsibility, from ordering kit for our first office and setting up our recruitment process, to managing key projects and presenting our cutting-edge work to client CEOs.
I wasn’t a data scientist or developer, like the rest of the team, but I wasn’t a pure-play project manager either. Sometime halfway through, the CEO and I realised that there was a title for the (non-ops) assortment of work I was doing: Product Manager.
I was the PM for 3 products we shipped: A location intelligence POC, a churn prediction model, and the flagship product, a retail analytics platform for a Big 4 UK grocery retailer.
I also helped or led delivery of non-product deliverables that were more on the conventional side of consulting, like recommendations for optimising call centre operations for an insurer owned by a PE firm, and lots of ad hoc projects with the same Big 4 retailer that we built the flagship product for.
Various thoughts and comments about business, technology, politics, and personal & professional development.
Thoughts and advice about competitive debating, as well as training workshops I have previously delivered