Product & Transformation Coach (for the AI era)

Two things are true at the same time. AI is changing what products look like, what people expect from them, and what's worth building at all. And it's changing how the work itself gets led and done: how product people research, synthesise, and decide day to day, and how the teams and leaders around them organise to keep up. Here's the catch for the organisations we work with: knowing this isn't the same as being able to act on it. Their leaders need someone who can change how the organisation actually works, how product and change get led, decided, and resourced in the AI era, and leave them genuinely better at it.

🤖 What this role actually is

The shape of the work varies a lot by client. For some, it's product leadership in the focused sense: how a team discovers, decides, and ships in the AI era. For others, it's broader: cross-channel and increasingly agentic processes that run across several products, channels, and functions at once, where the real question is how the whole organisation should work, not one product or product group. This kind of work has come up concretely in our client cases over the past year. Often the client doesn't fully know yet where the role should sit, and part of the job is helping them find the edges. You're at home in that ambiguity, and it's where this role earns its keep.

Across an engagement, the day-to-day looks something like:

Working with leadership and management to figure out where product and ways of working need to change in the AI era, and what the organisation should stop, start, and sequence

Reshaping how work gets done at the level that matters: how product and cross-functional processes get decided, resourced, and run, and dropping to the team level when that's where the change has to take hold

Coaching senior people directly (on judgement, on prioritisation, on leading AI-era work) so their capability compounds long after the engagement ends, and coaching teams the same way when that's where it matters

Driving