Building Leadership and Capability in a Traditional Services Organisation

Context

A mid-sized organisation in the services sector was undergoing a major transformation, shifting from traditional project-based delivery towards a modern product operating model. I was initially brought in on a three-month contract to coach the product management team, but as the scope of change became clear, my role was extended to 12 months as Interim Head of Product to help stabilise, align, and build lasting capability.

The team I inherited included four product professionals with limited experience and little clarity about what good product management looked like. Delivery cadence was inconsistent, morale was low, and leadership gaps across the wider organisation were affecting confidence and performance.

The Challenge

The organisation was under significant competitive pressure, with a need to modernise its operating model while maintaining delivery momentum. There was little internal product leadership, and gaps in capability and confidence were affecting both delivery and strategic focus.

My remit was to stabilise the team, create alignment, improve performance, and build a credible product function that could deliver outcomes, not just activity.

The Approach

1. Focus on Inputs

The first priority was to strengthen the foundations of performance: skills, clarity, and leadership capability. I worked closely with the product team to define what good looked like, creating a career progression framework that clarified roles, expectations, and growth paths. Through a blend of individual and group coaching, I helped the team understand how to think and act like product managers rather than project managers or administrators.

2. Understand Group Dynamics

Next, I focused on how the team operated together. I worked with the Head of Engineering and other functional leads to improve collaboration and transparency, addressing the friction points between product, delivery, and the wider business. We built stronger processes for communication and review, backed by implementing systems such as a weekly ‘Product Diary’ and updates in Atlas (linked to Jira). I facilitated an environment where the team could openly discuss challenges, and established clearer ownership, which helped rebuild trust and collective accountability.

3. Harness Time and Attention

To increase delivery cadence, we refocused teams on smaller, incremental releases. Within the first few months, delivery improved from quarterly cycles to fortnightly value releases. I also introduced practices to protect deep work and prioritise high-impact initiatives over busywork, ensuring sustainable, not frantic, performance.

4. Expand Perspective

I coached the Product Director to develop his capability and confidence to apply product thinking across the wider organisation. This shift allowed him to evolve into more of a general management role, embedding product principles beyond the immediate function. At the same time, I evolved the Product Executive role into an Associate Product Manager position, which created an entry level point for talent into product from across the wider business.

The Results

• Delivery cadence of real customer value improved from quarterly releases to every two weeks.

• The Product Director’s confidence and strategic impact grew, enabling him to sustain momentum after my departure.

• Two new Product Managers were recruited (one internal promotion, one external hire), as well as my successor, Head of Product.

• The engagement was extended from three months to a full year, reflecting the value and results I delivered.

By the end of the engagement, the business had clear focus, credible leadership, and a capable product team delivering meaningful outcomes.