Make the problem clear.
From NHS patient journeys to vehicle-data platforms, I start with how the service really works, who is affected and what outcome needs to change.
Kelly Pearson · Product leader
I make complex
products feel human.
And complex organisations
able to make better product decisions.
I turn ambiguous problems into clear product choices — connecting customer needs, commercial reality and engineering constraints across healthcare, connected platforms and products I build independently.
A few things I’m building.
Healthcare depth. Platform perspective. Hands-on curiosity.Wirral, UK
01 / Product leadership
Direction, judgement
and shared ownership.
My work sits between customer needs, commercial reality and what teams can sustainably deliver.
Make the choices visible.
I bring customer evidence, operating cost, risk, dependencies and capacity into the same conversation so trade-offs are visible and investment decisions are explicit.
Give teams room to solve.
I set the outcome, context and decision boundaries, then give multidisciplinary teams the space to work out the best way to achieve it — staying close enough to challenge assumptions without prescribing the solution.
24 years
Across healthcare, product & technology
13
Direct reports with line-management accountability
2×
Quarterly adoption target I framed for platform vehicle enablement, using reach and impact evidence to prioritise investment
02 / Selected work
The decisions behind
the products.
Real problems, deliberate choices and the evidence of what changed.
ONE REUSABLE CAPABILITY
Large File Transfer
Mapping dataDiagnostic logsLogging configRecording campaigns
VehicleCloud storageData platformPartner systems
Jaguar Land Rover · Platform & partnerships
Large File Transfer
Protecting a reusable vehicle-data platform while agreeing architecture and delivery commitments with NVIDIA.
4 connected-vehicle use casesTHE CONNECTED-DATA LIFECYCLE
CollectTransferEnableObserve
End-to-end product ownership
Jaguar Land Rover · Product strategy
Connected vehicle data
Moving from component backlogs to accountable product ownership across the connected-data lifecycle.
2 connected-data portfoliosTHE PATIENT JOURNEY
One episode of care
Specialty ASpecialty BSpecialty C
Care connected around the person.
System C · Healthcare
Cross Booking
Redesigning a shared PAS model around the episode of care and the real patient journey.
One episode, multiple specialtiesDiscovery × regulation
System C · Regulated products
CDS v6.3
Using customer discovery to shape a national standards release without destabilising established workflows.
~10 months · ~6,000 person-hoursPlug in. Charge. Go.
Jaguar Land Rover · Customer experience
Plug & Charge
Using the driver journey as the boundary for a product delivered across multiple partners.
Live customer capability04 / Career
Grounded in operations.Grown through complexity.
Operational experience behind the product decisions.
Wirral University Teaching Hospital · Operations
PAS implementation
Healthcare IT
Healthcare Consulting
Product management
Senior Product Manager
Wirral University Teaching Hospital · Operations
PAS implementation
Healthcare IT
Healthcare Consulting
Product management
Senior Product Manager
From NHS operations through healthcare technology and product management to connected-data platform leadership.
03 / Independent builds
Curiosity,
put to work.
I build to test ideas, learn through use and stay close enough to technology to challenge my own assumptions.
TestFlight beta
Health Record Ally
Bringing scattered health information together to help people prepare for clinical conversations.
Learning · Preparation before clinical conversations
Piloted
ProdLens
Turning Jira history into evidence about readiness, drift, predictability and planning risk.
Learning · Making delivery history useful for product decisions
In personal use
PowerPilot
Tariff and carbon signals turned into useful charging windows and automation.
Learning · Making charging recommendations understandable and actionable
In progress
ClosetLoop
A wardrobe that responds to weather, plans and changing personal context.
Learning · Context makes recommendations more relevant
05 / Product thinking
Less certainty.
Better questions.
Product thinking matters when it changes the decision. These are some of the questions I keep coming back to.
0102030405
Start with the journey, not the request.
Cross Booking came from challenging a referral model that did not match how patients actually moved through care.
Shipping is not the same as succeeding.
I built metrics that measured whether vehicle data was actually reaching customers reliably in the real world, not just whether the code had gone live, so we could tell genuine success from a checked-off roadmap item.
A good strategy says no.
Protecting reusable transfer infrastructure meant resisting a partner-specific model that would narrow the platform and shift additional cost onto JLR.
Delivery data should improve the next decision.
ProdLens used actual delivery history to test whether future commitments were credible, then used the pilot evidence to inform whether further investment was justified.
The platform we're building for engineers today is the one drivers will use tomorrow.
Connected-vehicle data platforms are still built almost entirely for engineering and diagnostics. Software-defined vehicles change that: the same real-time signal that helps an engineer today could tell a driver about a less congested route home tomorrow, without them ever having to ask. The platforms being built now for internal use are the foundation for that shift — treating it as a future problem instead of designing for it now is a missed advantage.
06 / Leadership evidence
Accountability,
in practice.
Strategic partnerships, people leadership, product governance and investment decisions where the trade-offs have real consequences.
People. Real responsibility.
Peak direct-report headcount at System C (2015-2023): developers, healthcare SMEs and QA analysts, including performance, appraisals, coaching and development alongside product direction.
Product portfolios. Broader accountability.
Worked across healthcare product management and connected-data platforms, with responsibility spanning product direction, competing priorities, stakeholder alignment and delivery outcomes.
Strategic partnership
Protecting the platform while aligning a strategic partner
When a major technology partner wanted a bespoke integration built just for them, I pushed back and kept the underlying data-transfer platform generic — so the same infrastructure could serve every future partner, not just the one asking loudest, protecting long-term cost and reuse.
Responsible AI governance
Turning governance concerns into evidence for safe adoption
When concerns were raised about responsible AI adoption, I ran a scoped first-pass review — 24 AI-assisted interactions checked against the relevant controls — rather than leaving the concern as an abstract worry. It found no violations and gave leadership a concrete starting point for a proper governance conversation, not a compliance guarantee.
Ecosystem product leadership
Making a complex ecosystem work as one product
For Plug & Charge, I aligned vehicle, backend and external charging-network capabilities across JLR, our charging-platform partner DCS, and other energy and identity providers, keeping the customer experience coherent despite the number of organisations and technologies involved.
Regulated change
Turning mandatory regulation into a product outcome
When the NHS mandated a new data standard, I led the roughly 10-month programme to implement it — treating the legal requirement as the floor, not the finish line, and designing the change so it also improved how clinicians actually used the system day-to-day.
Product strategy
Changing the product model when the evidence said it was wrong
Cross Booking began by challenging a referral model that did not reflect how patients actually moved through care. I redesigned the model so clinically related specialties could sit within one episode, reducing workarounds while preserving a reusable product model.
Organisational design
Changing the operating model around outcomes
I moved connected-data product ownership away from teams each owning one small component, towards teams owning a full product end to end — replacing scattered priorities with a clearer structure and real accountability for outcomes.
Cross-team prioritisation
Surfacing a priority conflict instead of letting it resolve by default
When two senior stakeholders were each pushing competing initiatives into my teams' committed scope, I identified the conflict early and escalated it for a proper decision, rather than letting whoever asked loudest or last win by default.
Investment judgement
Pushing back on a proposal with real ongoing cost
When a proposed change to a core data-transfer format would have carried significant ongoing cost, I pushed back and insisted it go through a formal requirements process rather than being adopted on the strength of the proposal alone.
07 / What people say
Said by the people
I've worked with.
Recommendations from managers, peers and clients across healthcare and connected-vehicle platforms.
“Kelly is an exemplary Product Manager and has a wealth of knowledge spanning various industries. I have had the pleasure of working with her during her time in Healthcare and would welcome the opportunity to work with her again. She is diligent, proactive and her knowledge and experience would be an asset to any team or organisation.”
“Kelly is a fantastic example of a product owner dedicated to delivering value in everything she does. She has drive and determination like no one I have ever worked with before. She is always looking for ways to further improve and grow, creating a positive aura around herself which inspires others to do the same. Kelly is an invaluable asset to any team.”
“Kelly is an Excellent Implementation Consultant. She has a vast amount of technical and NHS Business Process Knowledge. She is excellent at client-facing skills and always strives to be the best she can at anything that comes her way. She is a pleasure to manage and fun to work with. I can highly recommend Kelly.”
“Kelly knows her subject inside-out and always goes the extra mile to ensure that her projects are a success. At critical times, she is usually the last one to be sent home and the first one back in the morning. She builds strong and lasting relationships with her customers and her team members, based on the fact that she is highly respected and can always be relied upon.”
“Meeting you was very influential in my life and how I see to carry myself as a professional. You wouldn't believe how much I have taken what you have taught me in strides and improved upon it in my own way. You are one of a kind and I have no doubt you will kill wherever you may go next.”
Strategy, people, progress.
(And a decent coffee.)
08 / A little about me
Same thinking.
Different problems.
I started in NHS operations. That grounding still shapes what I notice.
I’ve seen how software behaves inside the services that depend on it — from Medical Records and clinical systems to healthcare products and connected vehicles.
I care about building products around real outcomes, giving teams enough context to make good decisions and creating the conditions for people to solve problems well. I stay close enough to the technology to challenge assumptions — and curious enough to build things myself.
The feedback that comes back to me most consistently, from engineers and stakeholders alike, is less about individual deliverables and more about how I work: bringing structure to ambiguous problems, staying level-headed when plans change late, and raising risks early rather than letting them surface as someone else's problem. I take that more seriously than any single delivery metric.
That extends beyond my own squads. I mentor other Product Owners and Agile Delivery Managers, including someone I met through a leadership development programme who asked me directly to mentor him.
- 01Product strategy & discovery
- 02Portfolio prioritisation
- 03Outcome definition & KPIs
- 04People leadership & coaching
- 05Organisational design
- 06Platform economics
- 07Partner collaboration
- 08Healthcare workflows
Qualifications, development & tools
Qualifications & development
WMG
University of Warwick
Smart Connected Autonomous Vehicles
Postgraduate study · University of Warwick
IVY HOUSE
Aspire Leadership
Leadership development · Alumni speaker
SAFe
POPM + Advanced Scrum Master
Scaled Agile certifications
ISTQB
Certified Tester
Software testing
PRINCE2
Practitioner
Project governance
ITIL
ITIL 4
IT service management
Technical Essentials + Cloud Essentials
Amazon Web Services
Data Analyst
Level 4
Level 4 Data Analyst Apprenticeship
Data analysis & evidence-led decision making
Product, delivery & build tools
