Product leadership in retail
Decisions not deliverables.
Product leadership leaves little to show. What remains are decisions — and the trade-offs that led to them. This site puts both on the record.
01 / Work
Case Studies
Real cases, anonymised. Including the trade-offs that actually stood against each other.
All case studies /Photo to followTurning separate products into a platform ecosystem
Turning separate products into a platform ecosystem
Connecting several specialised software products so that customers see a growth path rather than a product list.
Platform Strategy / Portfolio Management / Business Model Design
Photo to followFrom a screen network to sellable inventory
From a screen network to sellable inventory
Large retail organisations have screens, players and content processes. That is not yet a product anyone can sell.
Transformation Design / Operating Model / Customer Enablement
Photo to followWhen three functions mean different things by the same positioning
When three functions mean different things by the same positioning
Product, sales and marketing were working from different assumptions about target market and differentiation — without anyone having disagreed.
Stakeholder Management / Decision Framing / Strategic Facilitation
Photo to followOne model for many operating companies, without levelling them
One model for many operating companies, without levelling them
A group-wide blueprint for retail media — central standards where they create scale, local freedom where it enables business.
Scaling Strategy / Enterprise Architecture / Change Enablement
Photo to followPrioritising when every request is legitimate
Prioritising when every request is legitimate
Short-term customer opportunities, strategic product development, technical stability and limited capacity — made steerable at the same time.
Product Governance / Roadmap Leadership / Resource Allocation
Photo to followOffering orientation in a hyped market instead of volume
Offering orientation in a hyped market instead of volume
Positioning retail media not as a product category but as a strategic management question — with formats that actually move decision-makers forward.
Thought Leadership / Market Narrative / Executive Communication
02 / Stance
Four sentences
That my decisions can be traced back to — and what they cost in practice.
How I Work /- 01
Alignment is not consensus
Alignment is clarity about what was decided, why, and with what consequences. A group that feels agreed without being able to name those three things has decided nothing — it has only deferred the decision.
- 02
A roadmap is not a wish list
It is the visible consequence of business decisions made under scarcity. Run it as a collection of good intentions and you move the conflict into delivery, where it costs more.
- 03
The role model matters more than the software
Transformations rarely fail on technology. What is missing is the shared data and role model — and there is no product you can buy for that.
- 04
Scaling does not mean doing the same thing everywhere
It means applying the same principles repeatably. That difference decides whether a standard gets adopted or merely accepted on paper and circumvented in practice.
03 / Writing
Essays
Notes on retail tech, product organisations and priorities.
All essays /September 22, 2026 · 3 min read
A roadmap is not a wish list
It is the visible consequence of business decisions made under scarcity. The difference is not wordplay — it decides where the conflict gets fought.
Roadmap / Prioritisation
September 15, 2026 · 3 min read
Alignment is not consensus
A group that feels agreed has often decided nothing — it has only moved the point at which the disagreement becomes visible.
Alignment / Stakeholders / Decisions
04 / Contact
Let's talk product.
Whether it's a conversation, sparring, or a concrete question from your product organisation — I reply to every message meant seriously.
Write a message /