WORKWEAR GROUP

Working with Tim had a huge impact at Workwear Group, helping us bring product, design, and engineering together in a way that actually worked. Before that, there was no structured release planning, no real coordination between teams, and little visibility with the rest of the business and executives. Things got delivered, though there was often a disconnect in terms of whether those were the right things to deliver. Tim helped change that by embedding a proper Product Operating Model, making it easier for teams to align, plan, and move forward with confidence, transparency and empowerment.

One of the biggest shifts was in how we worked as a tech organisation. Instead of teams operating in isolation, he helped us build a culture of continuous improvement, where teams took ownership of how they worked and had the right support to do it well. He introduced OKR, which gave teams a clear sense of direction and brought in transparent quarterly planning that ensured product and engineering were aligned. Executives finally had visibility into priorities, and teams had a clearer understanding of how their work contributed to bigger goals.

OKR Quickstart also provided key people, including a Head of Delivery, Product Managers, and Delivery Managers, who played a massive role in driving execution. They helped teams work more effectively, improved coordination across squads, and made sure we were focusing on the right things. Before that, delivery often felt reactive. The new structure brought more predictability, better prioritisation, and a stronger connection between strategy and execution.

Discovery was another major improvement. Before this, product decisions were often made without enough customer insight. Tim introduced simple, repeatable ways for teams to test ideas early, so we could stop wasting time on the wrong things and focus on what mattered. This also allowed engineers to share their thoughts on how to solve problems.

What stood out about Tim was that he understood the reality of how large tech teams operate. He did not push rigid frameworks or introduce processes for the sake of it. He helped us find practical ways to work better and got buy-in at every level because what he introduced actually made sense.

Charlie Carpinteri

General Manager of Technology & Digital