Stakeholder Management
A product decision usually looks different from each side of the table. Customers want a problem solved, the business needs a result and the delivery team needs a workable scope. I bring those perspectives together so the decision has a clear purpose, the trade-offs are visible and people know what happens next.
01 / The practice
How I work.
Understand what matters to each person
I start with the outcome each group needs and the constraints they are working within. Understanding why an issue matters is more useful than collecting a longer list of requests. It also exposes where apparently competing priorities share a common goal.
Make the choice understandable
I bring customer evidence, commercial context and delivery considerations into the same discussion. Options need enough detail to compare: the problem each solves, what it leaves out and what choosing it means for other work.
Keep the decision alive
Once a direction is agreed, I make the next steps and ownership clear. Short updates should explain what changed and whether it affects the original decision. People should be able to follow the reasoning without attending every meeting.
02 / Something useful
What comes out of it.
- A shared problem and desired outcome
- A decision with visible trade-offs
- Clear priorities, owners and next steps
03 / In practice
The work behind the words.
A new e-commerce revenue channel
At Emerald, the proposition connected enquiries from sales and marketing with a focused commercial opportunity. The delivery and go-to-market approach needed to make sense to both the business and the people building it.
Product ownership at Emerald Publishing
The role involved senior stakeholder relationships and using data storytelling to explain roadmap decisions.