CEEZER

Led Product and Design as a member of the leadership circle. Authored the product strategy that became the company narrative, and gave Product & Tech a commercial operating model.

The situation

CEEZER helps international enterprises source, assess and manage climate assets: carbon credits, energy attribute certificates and sustainable aviation fuel certificates. The company was approaching its next stage of growth, and the product function needed to grow up with it.

What I did

• Wrote the product strategy that was adopted at the company offsite and repositioned the business from intelligence-led brokerage to AI-native, tech-enabled services. That framing became the company narrative with clients, leadership and investors.
• Installed a commercial operating model for Product & Tech: revenue per FTE as the organizing metric, roadmap investment tied to unit economics, and a performance framework connecting product metrics directly to trading volume.
• Built the operating system underneath it: product handbook, requirements and testing standards, stage-gated development and launch, a go-to-market process agreed with marketing, and roadmap and portfolio tooling.
• Drove the AI and automation agenda. Built and dogfooded internal agent tooling, and modelled the automation economics that set the revenue-per-FTE target path and informed the headcount and cost plan.

What shipped

Digitised end-to-end quotation workflow, rebuilt risk scoring and risk reporting, platform offer stages aligned with the real commercial process, and white-label customers consolidated onto the core platform.

What I took from it

Product strategy only becomes company strategy when it is legible in commercial terms. The fastest way to earn that legitimacy is to give the function a metric the CFO already cares about.