Charlie Carpinteri, General Manager, Technology and Digital

When I joined Workwear Group, product, design, and engineering were three groups doing their own thing. We were busy, but not aligned, and it was getting harder to see what was actually getting better for our customers.

Tim helped change that by embedding a proper Product Operating Model, making it easier for teams to align, plan, and move forward with confidence, transparency and empowerment. He introduced OKR, which gave teams a clear sense of direction and brought in transparent quarterly planning that ensured product and engineering were aligned.

Product Coach also provided key people, including a Head of Delivery, Product Managers, and Delivery Managers, who played a massive role in driving execution. The combination of coaching and embedded talent meant the changes weren’t theoretical. They were happening on the ground, every week.

What stood out was Tim’s practical approach. Frameworks where they helped, plain talk where they didn’t, and a focus on shipping outcomes that the rest of the business could feel.