The short version
I spent more than ten years working in learning management systems and corporate learning technology. I built courses, managed platforms, led teams, and spent a lot of time figuring out why people don’t actually engage with the content you’ve spent months creating. (Spoiler: it’s rarely the content.)
Along the way, I realised I was less interested in the learning itself, and more interested in the systems and people behind it. The processes. The communication. The decisions. Who’s in the room, who isn’t, and why that matters.
That realisation is what’s driving my move into product management and operations — specifically in SaaS, ideally in the fitness and wellness space. Industries where the product actually changes people’s lives, and where great operations mean the difference between a company that scales and one that stalls.
This blog is me figuring that out in public.
The longer version
- Where it started My first serious role was in an organisation running enterprise LMS platforms. I came in thinking I was going to be "in learning" — instructional design, content, the whole thing. Within six months I was debugging integrations, writing requirements docs, and running stakeholder workshops. Turns out, I loved it.
- A decade of learning tech Over the next decade I worked across different industries — corporate training, healthcare education, and then SaaS tools built specifically for learning teams. I managed rollouts, led product conversations with vendors, owned roadmaps I wasn't officially supposed to own, and spent a lot of time translating between technical teams and business stakeholders.
- The pivot moment I started noticing that the parts of my job I lit up about weren't the learning parts — they were the operations parts. The process design. The tooling decisions. The "why are we doing this in three different spreadsheets when it should be one system" conversations. I wanted to be in the room where those decisions were made properly.
- Where I'm going I'm actively transitioning into Product Management or Operations roles in SaaS — particularly in the fitness and wellness industry, where I believe the best product work is still ahead of us. I care about remote-first culture, clear communication, and organisations that actually mean it when they say they value their people.
What I write about
This blog sits at the intersection of a few things I think about constantly:
Product & operations — frameworks, real talk about what works, and what the textbooks don’t cover.
Agile without the jargon — I’ve been in too many rooms where people use Scrum vocabulary as a substitute for thinking. I try to cut through that.
Communication — not in a “10 tips for better emails” way. In a “here’s why clear communication is actually a leadership skill and most organisations are quietly terrible at it” way.
Women in leadership — specifically, the thing nobody talks about enough: that the further up you go, the more you sometimes see women making it harder for other women. That’s worth examining, not ignoring.
The fitness-tech industry — I genuinely believe the convergence of fitness, wellness, and SaaS is one of the most interesting spaces in tech right now. I’ll have opinions.
Let’s connect
I’m always open to conversations about product, operations, career pivots, or the state of the fitness-tech industry.
Find me on LinkedIn or drop me a line at [email protected].