Henry Hill

Guided a 3-month restructure of a ~50-person product and engineering organization, replacing codebase-defined teams with four outcome domains and five teams, each with a north star laddering to a company OKR.

Replaced roadmap completion with outcome scorecards as the measure of team performance, building a value driver tree and guardrails to prevent gaming metrics, after auditing every metric against the data warehouse.

Authored a company-wide customer lifecycle framework, co-owned with Head of Customer Success and approved by CEO, adopted by six functions, governing stage ownership, discovery targeting, CS time allocation, and expansion planning.

Developed a product feature pricing and packaging decision framework, replacing case-by-case calls with a two-axis classification, establishing 'paid' as the default posture and 'free' as a deliberate commercial proposal.

Defined the function's AI-first operating model and AI PDLC, building a suite of Claude Code agents for competitor analysis, customer-call ingestion, PRD research, and GTM documentation, reducing admin tasks and increasing Product Managers' customer interaction time.

Managed a team of 12 product managers, business analysts, and designers, redesigning and implementing processes for requirements gathering, vision development, product strategy, design, and functional specifications.

Owned product and design for last-mile delivery systems routing 24 million B2C and B2B customer orders per year across an in-house fleet and third-party gig providers, growing 5% year on year.

Led implementation of a dynamic order re-allocation engine across the national network, increasing in-house fleet utilisation capacity by 10% and saving ~$14M annually.

Reduced cost-per-delivery by 5.2% through routing and network topology optimisation, generating an additional $1M annually by optimising delivery window availability while maintaining customer experience and volume.

Delivered $9.9M in annual business benefit through a 12-month migration to a new e-commerce distribution and delivery management platform (ORTEC), managing three product and technology squads.

Built the "single pane of glass" real-time delivery monitoring and ML decision platform, from funded strategy through to execution, cutting incident resolution time by 30% and removing $6M in annual operational overhead from driver non-compliance.

Established a cross-business decision forum for adjudicating development impacts and trade-offs, weighing business benefit against timeline, with zero slippage.

Managed and trained 4 Product Managers, implementing a standardised product management process for discovery, value identification, stakeholder communication, and continuous improvement.

Led a cross-functional team to implement a new ordering product and GTM strategy, unlocking fast casual dining in the US & UK, valued at ~$2.4 billion annually.

Created and directed an innovation squad using machine learning to identify and categorise cross-venue data, providing a unified product database for marketing insights and product recommendations.

Developed and executed data strategy and product roadmap for revenue diversification, providing enterprise hospitality CRM & CDP segmentation tools, increasing profitability and reducing churn by 5%.

Owned technical requirements gathering and cross-departmental coordination for payment gateway migration of 1,500 customers to Stripe with under <1% payment volume losses from churn.

Increased cart conversion from 65% to 75% and boosted average order value by 10% through machine learning-driven upselling and A/B-testing product flow optimisation.

Supervised planning, development, and implementation of B2C SaaS product, providing venue staff with on-demand analytics and issue resolutions tools, resulting in a 15% increase in product engagement.

Conducted process audits with cross-functional teams, identifying opportunities to increase efficiency of support requests, resulting in a 40% reduction in average handling time.

Co-ordinated development of 3rd party integrations for payment gateways (TyroConnect) and Point of Sale (POS), increasing the number of supported POS integrations from 5 to 15.

Led comprehensive market research and competitive analysis initiatives using survey and analytics platforms, synthesising customer feedback and uncovering key insights that resulted in a 25% increase in product adoption over six months.

Managed complex digital projects for enterprise clients, ensuring timely delivery and adherence to scope and budget.

Coordinated cross-functional teams, including designers, developers, and strategists, to deliver integrated digital solutions.

Facilitated client communication and stakeholder management, fostering strong relationships and ensuring project alignment.

Implemented project management methodologies to streamline workflows and improve project efficiency.

Led the successful delivery of multiple digital campaigns and web applications for consumer brands.

Managed project timelines, resources, and budgets, ensuring projects were completed on schedule and within financial parameters.

Collaborated effectively with creative and technical teams to translate client requirements into engaging digital experiences.

Contributed to the development of innovative digital solutions, enhancing brand presence and user engagement.