I build products and the businesses around them.

Your developers are rightly focused on the roadmap, but marketing needs things built too: an internal tool, an automated workflow, a CRM integration or a campaign landing page. The requests sit in the backlog while your team patches the gaps with spreadsheets and manual work.

So I pick up the work that needs an engineer, and I don’t wait for a perfect ticket. I work with your team to understand the problem, decide what’s worth building and ship it to your engineering standards. That can mean a new tool, connected systems, automation or better analytics. Marketing gets what it needs, and your product team can stay focused on the roadmap.

Marketing has to write every ticket perfectly, but engineering builds exactly what the ticket says, and the SEO detail or tracking detail that actually mattered gets lost. The tracking ends up slightly wrong, so nobody fully trusts the numbers either.

So I sit between the two teams. I understand SEO, analytics and growth, and I design and write the code, so the intent survives from brief to production. Changes ship the way they were meant, and the numbers agree with what really happened.

The work crosses half a dozen specialisms: a migration, a CDP, lifecycle email, the tracking that ties it together and the strategy behind it. But hiring for each one means several people, several handoffs and nobody accountable for whether the whole thing works. That gap is usually where big projects stall.

So bring in one owner-operator. I’ve spent 15 years across engineering, growth and running my own businesses, so chances are I’ve already done the thing you need. I set the direction, build it, run the project and hand it over working. You deal with one person, and that person answers for the outcome.