Jaguar Land Rover · Product strategy
Change the structure. Clarify the outcome.
Moving from component backlogs to accountable product ownership across the connected-data lifecycle.
01 / problem
The problem to solve
Connected-data ownership had grown around technical components rather than the end-to-end lifecycle. Separate priorities and backlogs made it harder to make coherent investment decisions across offboarding, secure large-file transfer, enablement and observability — and blurred accountability for the overall outcome.
02 / decision
The decision
I made the case for two vertical product portfolios organised around end-to-end outcomes rather than individual components. That meant accepting the short-term disruption of changing ownership and responsibilities in order to create clearer accountability and better investment choices.
03 / approach
How I approached it
I brought roadmap priorities, capacity, dependencies, operational risk and platform economics into the same product conversation. I worked across Product, Engineering, Architecture and delivery teams to create shared context around lifecycle outcomes, while helping reconcile priorities that had previously competed through separate component backlogs.
04 / outcome
What changed
The new structure reduced duplicate planning and competition between component backlogs and created a clearer product view across the lifecycle, with ownership aligned more closely to outcomes rather than technical boundaries. My remit subsequently broadened across both connected-data portfolios.
05 / What I take forward
What I take forward
A successful deployment is only one signal. Fleet health, vehicle enablement, time-to-data, error ownership and recovery evidence are needed to understand whether the service is working.
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