I was entrusted with full product ownership of a low-code platform at a leading pharma tech company — a platform that sat at the commercial heart of the business, responsible for approximately 70% of total revenue. It served global pharmaceutical and life sciences enterprises who demanded deep customisation, regulatory compliance, and uninterrupted reliability at scale.
The core tension was architectural: every enterprise customer needed the platform to behave as though it were built exclusively for them, yet the engineering organisation needed to maintain a single, scalable codebase. Short-term customisation requests were accumulating as long-term technical debt, and the roadmap had become a negotiation between sales commitments and platform viability.
Established a structured roadmap governance process that separated platform investments from customer-specific configurations. Introduced a tiering model — core, configurable, and custom — that gave sales clear guardrails without constraining growth.
Facilitated quarterly planning sessions across engineering, architecture, commercial, and customer success to align on a multi-year platform vision. Translated technical constraints into business narratives that resonated with executive stakeholders.
Partnered with solution architects to redesign the extensibility layer of the platform — enabling deeper customer customisation through configuration rather than code, reducing implementation time and support overhead.
Launched a structured customer advisory board with key pharma and life sciences accounts. Their input directly shaped the prioritisation framework, improving adoption and renewal rates.
Platform sustained ~70% of company revenue through a major architectural transition
Reduced average implementation time by 30% through configuration-first extensibility
Improved customer NPS for the platform by 18 points over two cycles
Delivered multi-year roadmap adopted by board and executive leadership
Let's talk about your product challenges.