I started in financial services as a business analyst, learning the discipline that still anchors my product work today: understand the business outcome before you reach for a solution. The technology will date. The outcome won't.
19 years total in financial services and IT — 14+ of them as a Product Manager / Product Owner across three of the most consequential institutions in the City: Deutsche Bank, the London Stock Exchange Group, and JPMorgan Chase. Different mandates, but a common thread: in regulated finance, you don't get to choose between the old thing and the new thing. The legacy system is still running the books, and the regulator is still asking for the report on Monday.
That reality shaped my product instinct. I learned early that strategy is not the same as ambition. A senior PM in a bank is judged on whether they can navigate scale, sequencing and political risk — not on the slide that says "modernise everything by Q4". The work I'm proudest of has always been the work that delivered measurable value without setting off the audit trail.
Most recently, at Deutsche Bank, I ran the data platform product across six global divisions — building the GCP architecture that replaced our on-premise estate, while keeping the existing platform stable enough to serve regulators. Both roadmaps lived in the same backlog. That contract closed in April 2026, and I'm now looking for the next chapter at the same level of scale, complexity, and consequence — ideally with a permanent seat and a team of my own.