EasyJet is a low-cost European airline that connects destinations across Europe to make travel affordable and accessible. Product owners lead cross-functional, remote/hybrid development teams that work to enhance the digital customer experience of searching for and booking flights and ancillary products to maximise revenue.● Worked with key stakeholders to develop and deliver a product roadmap within a multi-organisation, multi-disciplinary team operating within a scaled agile environment. ● Maintained roadmap alignment with other Product Owners & Product Managers through regular engagement, in group planning sessions and on a 1-2-1 basis.● Owned the product backlog, working with stakeholders and technical teams to shape backlog items around customer/stakeholder needs to provide clarity for development teams to deliver maximum value efficiently.● Worked with technical leads to ensure features implemented to optimise performance utilising our proprietary e-Res system – leveraging endpoints including routes/availability, inventory & pricing.● Collaborated closely with the UX/UI team to shape product experiences that delight customers, reduce friction and maximise conversion – driven by human-centred design thinking.● Worked closely with Revenue Optimisation and Analytics teams to ideate, develop and run A/B tests, creating an evidence base for future product iterations to support data-driven prioritisation.

The Data Product Owner was a pioneering role, spanning hierarchies to lead a ‘Data Factory’ squad to break down barriers to efficiently delivering value through data within Anglian Water.● Created and implemented a strategy to shift from ‘project’ to Agile for data teams – involving the implementation of a dedicated Agile Data Squad● Connected people from cross-organisational data roles (Data architecture, engineering, reporting, analysis & data science) to leverage a newly delivered Azure Data Lakehouse platform in providing valuable data products & self-service data access for business analytics teams.● Reported progress to key stakeholders, including blockers and dependencies, and used this data to identify and implement continuous improvements.● Worked with Scrum Master to increase adoption of agile mindset within the team, increasing focus on value delivered by the team as an anchor to planning and retrospective activities.● Represented the Data Product team at Quarterly Planning (PI Planning), shaping roadmaps and prioritising work for discovery and/or delivery.● Worked with the platform team to increase speed to data accessibility via an improved release process (with increased data squad ownership/autonomy) and increase open data lake access for wider analytics users.

The Demand Manager role sat within the IT function, acting as the central point of contact for any requests for data services personnel/platform support.● Operated as the entry point for all requests for work within the Data Services function, working with stakeholders from all levels and areas of the organisation to triage requests and align engineering teams to the most impactful funded work.● Co-authoring business cases with senior leaders and presenting to funding/prioritisation groups.● Worked with architects and technical leads to validate the feasibility and ensure ROI for requested products/opportunities.● Resource planning and roadmap alignment to allocate projects/products to appropriate teams to optimise for successful delivery ● Worked with Data & Digital leadership to increase the adoption of Agile principles into the legacy Waterfall “stage-gate” funding/prioritisation processes. ● Developed a strategic proposal to support the Head of Data & Digital in securing long-term funding, evolving the target operating model away from a project-by-project funding model towards persistently funded Agile Data Squads.

Supporting both Customer and Asset (Water & Water Recycling) teams with a range of reporting/analytics products to support decision-making, primarily focused on increasing operational efficiency and customer service ODIs. Implemented value-led prioritisation approach and pioneered an agile delivery approach to meeting business requirements.● Led the development and implementation of a role-based capability framework for analytics to shape training and development frameworks within the Anglian Water Analytics Community increasing the effectiveness of data/analytics employees across the organisation.● Worked with partner organisations (e.g. Gartner and Aiimi) to benchmark capabilities and shape strategies and played an active role in external communities for personal and team development.● Shaped a target operating model, leading on all aspects of team recruitment, development and succession planning● Driving individual and team performance through clarity of goals and day-to-day coaching and support.● Owned prioritisation of workloads and managing communications with stakeholders.● Implemented continuous improvement mindset/processes, leading to increased efficiency via automation of data processing activities and removal of non-value-added activity by actively challenging the value of stakeholder requests

• Application of strong analytical skills & business process knowledge/expertise to drive change and improve processes & performance• Recognised business expert of AW in-house systems (SAP, Click, Business Objects, ARTS2000) & processes• Formulated and managed test plans for system upgrades/modifications and Business Warehouse / Business Objects reports• Project involvement as SME (IRIS, Logistics, Toughbook2) – requirements gathering, data analysis, development of new processes• Strong stakeholder management – captured clear & accurate requirements, managed expectations through to delivery, and verifying customer satisfaction with outputs/recommendations from analysis effort

● Application of strong analytical skills, stakeholder management and system/process knowledge to drive change, improve processes and support operational and service delivery teams in both monitoring and finding opportunities for performance improvements.

● Remote monitoring of Water & Water Recycling assets, using operational process knowledge to triage non-urgent alarms (based on cost/risk assessment) and arranging attendance of prioritised alarms to local response technicians on a 24/7, 365 rotational shift patterns.