Caspar’s approach is value-driven and people-centric: establishing the “why” and “where to” to draw up maturity models and long-term product strategy, to help us decide the best next steps in the “now”.
As a leader of teams, his priority is understanding what’s actually happening in a team or organisation before proposing structural change, and building the business case that makes change durable rather than cosmetic. concentrating decision-making.
This shows up in his work in a few consistent ways:
• Product strategy and long-term planning to set direction for technology products and services through multi-year roadmaps, portfolio prioritisation, and the trade-off calls that come with planning for outcomes and value realised.
• Operating national digital infrastructure. Running and evolving services that carry real operational weight and can’t afford to fail, drawn from direct experience on critical national systems.
• Team and operating model design. Building inclusive product cultures that scale, including decentralised models that keep pace with growth rather than concentrating decision-making.
• Business case and commercial argument. Translating product and service change that support business models and delivery of real world benefits.
• AI adoption in product practice. Helping product managers to work in an AI assisted way, and supporting teams in realising ethical and controlled AI/ML solutions in a practical and responsible way, including policy development for organisations just starting out.