Product Owner · Strategy Consultant
I turn complex industrial operations into measurable digital value — from structured diagnostics and Design Thinking workshops to custom tools deployed in daily operations.
Experienced Product Owner and Strategy Consultant specialising in digital transformation for energy, manufacturing, and large industrial enterprises. I bridge the gap between business strategy and technical delivery.
My approach combines structured diagnostics, cross-functional alignment, and hands-on delivery — building custom digital products that integrate into daily operations and deliver measurable KPI impact from day one.
End-to-end programmes across Chevron, Tengizchevroil, Mondi, and major O&G corporations — from initial diagnostic to live deployment, user education, and measurable outcome tracking.
I design and facilitate Design Thinking workshops with business units to surface pain points, validate digital opportunities, and co-create solutions that stakeholders actually adopt. Workshops bridge the gap between IT vision and operational reality — translating scattered initiatives into prioritised, KPI-linked product concepts.
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I start from the business problem and the user — not from technology. Every product I build follows a structured path from diagnosis to deployed impact, with prototyping happening during discovery, not after it.
A custom digital production optimisation platform built from scratch for a large industrial timber processing company. The product is fully deployed in daily operations and serves a manufacturing business with annual revenue exceeding €42M.
Raw material quality at a timber mill fluctuates daily — each log batch has a different yield potential depending on diameter, species, and quality grade. Manual planning meant leaving 6+ percentage points of yield on the table every shift, with no mechanism to recover it.
The core challenge was not just algorithmic — it was a product problem. Planners had to trust a system built around their existing mental model, not replace their expertise with a black box. The product had to augment human decision-making, not substitute it.
I ran Design Thinking sessions with production planners and operations managers to surface the actual friction: unclear trade-offs, no scenario comparison, no connection between commercial orders and production planning.