POWWR
Project
A suite of modular software tools designed to support multiple markets in UK Energy.
Summary
Project
Originally scoped for the I&C market, this work evolved rapidly by shifting priorities, to align the product roadmap with the senior leadership vision.
A suite of modular software tools designed to support multiple markets in UK Energy.
Summary
Originally scoped for the I&C market, this work evolved rapidly by shifting priorities, to align the product roadmap with the senior leadership vision.
Collaborators
Product managers, software engineers, subject-matter experts, and senior stakeholders across product, engineering, and leadership teams.
Responsibilities
I led product design across discovery, strategy, and execution to align with evolving business priorities.
Summary
Originally scoped for the I&C market, this work evolved rapidly by shifting priorities, to align the product roadmap with the senior leadership vision.
Collaborators
Product managers, software engineers, subject-matter experts, and senior stakeholders across product, engineering, and leadership teams.
Responsibilities
I led product design across discovery, strategy, and execution to align with evolving business priorities.
Collaborators
Product managers, software engineers, subject-matter experts, and senior stakeholders across product, engineering, and leadership teams.
Responsibilities
I led product design across discovery, strategy, and execution to align with evolving business priorities.
Disclaimer for the reader: This case study covers work on a product that has not yet gone to market and is protected under NDA. To safeguard POWWR's intellectual property, all details have been intentionally abstracted and no official designs are included.
Disclaimer for the reader:
This case study covers work on a product that has not yet gone to market and is protected under NDA. To safeguard POWWR's intellectual property, all details have been intentionally abstracted and no official designs are included.
Challenges
I joined POWWR during a period of significant product uncertainty. Competing priorities, a loosely defined roadmap, and evolving ways of working created misalignment across product, design and engineering. A newly appointed Head of Product was still establishing direction, while teams across the UK and overseas were already behind on delivery.
At the same time, senior leadership pushed for rapid monetisation, despite the team being midway through building a complex end-to-end platform for the UK I&C energy market, without a viable near-term route to market for suppliers. Design was transitioning in-house from an external agency, with limited delivery capacity and increasing internal demand.
I joined POWWR during a period of significant product uncertainty. Competing priorities, a loosely defined roadmap, and evolving ways of working created misalignment across product, design and engineering. A newly appointed Head of Product was still establishing direction, while teams across the UK and overseas were already behind on delivery.
At the same time, senior leadership pushed for rapid monetisation, despite the team being midway through building a complex end-to-end platform for the UK I&C energy market, without a viable near-term route to market for suppliers. Design was transitioning in-house from an external agency, with limited delivery capacity and increasing internal demand.
I joined POWWR during a period of significant product uncertainty. Competing priorities, a loosely defined roadmap, and evolving ways of working created misalignment across product, design and engineering. A newly appointed Head of Product was still establishing direction, while teams across the UK and overseas were already behind on delivery.
At the same time, senior leadership pushed for rapid monetisation, despite the team being midway through building a complex end-to-end platform for the UK I&C energy market, without a viable near-term route to market for suppliers. Design was transitioning in-house from an external agency, with limited delivery capacity and increasing internal demand.
Disclaimer for the reader: This case study covers work on a product that has not yet gone to market and is protected under NDA.
To safeguard POWWR's intellectual property, all details have been intentionally abstracted and no official designs are included.
Process
My focus was on restoring clarity, alignment, and momentum.
I began by improving requirement definition and shared understanding across stakeholders, recognising that education around MVP thinking and value-led prioritisation was essential, even while delivery was already in flight.
I facilitated a structured design sprint to assess where real value existed, helping the team and senior stakeholders move away from assumptions and toward evidence-based decision-making.
Alongside this, I took on a more outward-facing role: rapidly prototyping concepts and presenting them to prospective supplier customers. My ability to clearly articulate product value and tell a coherent story became a key part of supporting early commercial conversations.
My focus was on restoring clarity, alignment, and momentum.
I began by improving requirement definition and shared understanding across stakeholders, recognising that education around MVP thinking and value-led prioritisation was essential, even while delivery was already in flight.
I facilitated a structured design sprint to assess where real value existed, helping the team and senior stakeholders move away from assumptions and toward evidence-based decision-making.
Alongside this, I took on a more outward-facing role: rapidly prototyping concepts and presenting them to prospective supplier customers. My ability to clearly articulate product value and tell a coherent story became a key part of supporting early commercial conversations.
My focus was on restoring clarity, alignment, and momentum.
I began by improving requirement definition and shared understanding across stakeholders, recognising that education around MVP thinking and value-led prioritisation was essential, even while delivery was already in flight.
I facilitated a structured design sprint to assess where real value existed, helping the team and senior stakeholders move away from assumptions and toward evidence-based decision-making.
Alongside this, I took on a more outward-facing role: rapidly prototyping concepts and presenting them to prospective supplier customers. My ability to clearly articulate product value and tell a coherent story became a key part of supporting early commercial conversations.
My focus was on restoring clarity, alignment, and momentum.
I began by improving requirement definition and shared understanding across stakeholders, recognising that education around MVP thinking and value-led prioritisation was essential, even while delivery was already in flight.
I facilitated a structured design sprint to assess where real value existed, helping the team and senior stakeholders move away from assumptions and toward evidence-based decision-making.
Alongside this, I took on a more outward-facing role: rapidly prototyping concepts and presenting them to prospective supplier customers. My ability to clearly articulate product value and tell a coherent story became a key part of supporting early commercial conversations.
Solutions
We pivoted from a single end-to-end platform to a modular suite of supplier applications. By decomposing the original solution into focused, standalone apps, we enabled faster delivery, broader market applicability beyond I&C, and earlier monetisation within existing engineering constraints.
I also helped embed more realistic planning and expectation-setting across the business, particularly with internal operators and commercial teams whose needs often exceeded delivery capacity.
From a design perspective, I consolidated the design system inherited from an external agency, established a clearer design language, and rapidly prototyped concepts to support early supplier conversations — acting as a bridge between strategic vision and delivery reality.
Solutions
We pivoted from a single end-to-end platform to a modular suite of supplier applications. By decomposing the original solution into focused, standalone apps, we enabled faster delivery, broader market applicability beyond I&C, and earlier monetisation within existing engineering constraints.
From a design perspective, I consolidated the design system inherited from an external agency, established a clearer design language, and rapidly prototyped concepts to support early supplier conversations — acting as a bridge between strategic vision and delivery reality.
I also helped embed more realistic planning and expectation-setting across the business, particularly with internal operators and commercial teams whose needs often exceeded delivery capacity.
Outcomes
As a result of this work, POWWR moved from an over-extended, misaligned product effort to a clearer, more adaptable roadmap aligned to both business goals and delivery reality.
Key outcomes include:
• A credible path to supplier onboarding and monetisation by Q2 2026.
• A modular product strategy capable of serving multiple energy markets.
• Improved alignment between the SMT, and product and engineering teams.
• Faster learning cycles through early supplier engagement and feedback.
• A consolidated in-house design practice with clearer ownership and direction.
Key outcomes include:
A credible path to supplier onboarding and monetisation by Q2 2026.
A modular product strategy capable of serving multiple energy markets.
Improved alignment between the SMT, and product and engineering teams.
Faster learning cycles through early supplier engagement and feedback.
A consolidated in-house design practice with clearer ownership and direction.
I’m now helping shape the next phase of the product roadmap for 2026 and preparing to grow the design team from two to three designers, applying the lessons learned around alignment, MVP thinking, and early value delivery.
Realigned Product Strategy
Ongoing Project
Realigned Product Strategy
Ongoing Project
Realigned Product Strategy
Ongoing Project
