Five years of product work at Arbor, written up the way I'd explain it in an interview.

The problem

One of Arbor's largest enterprise clients had a recurring frustration: they wanted to make lower-carbon design choices earlier in the process, but every existing tool forced them to wait until a product was almost ready for production to model its footprint. The result was either late-stage compromises or carbon decisions getting deprioritized entirely.

The approach

I led the year-long co-development of the feature alongside the client, treating it as a partnership rather than a customer request. The work involved coordinating conversations across the client's product team, Arbor's internal sales, operations, and technology teams, and our executive leadership, to translate what the client needed into product direction the rest of the roadmap could support.

I worked closely with (and often directly managed) the internal team building the feature: design, development, cloud infrastructure, operations, and external communications. The hardest part was keeping the co-development scope honest, so the feature we built generalized to the rest of our enterprise book rather than becoming a one-off for one client.

The outcome

The feature launched to strong client feedback and generated a direct enterprise upsell with the original client, who continues to use it today. The bigger story is downstream: the client used it to redirect an estimated tens to hundreds of millions of dollars in procurement toward lower-emission product designs. It became part of Arbor's default enterprise pitch and is the project I cite most often when people ask me what I'm proudest of.

The problem

Arbor's sales-to-onboarding handoff was held together by spreadsheets and email threads, but nobody on the inside was calling it a problem. I noticed it watching deals stall after a verbal yes: contracts took an average of 50 days from agreement to signature, which delayed kickoff, delayed first value, and made forecasting genuinely difficult. Sales wanted to close faster. CS wanted a cleaner handoff. Neither team owned the contract step itself.

The approach

I collected and analyzed data across the pipeline to size the bottleneck, then prioritized, managed, and launched a feature that brought contract creation directly into the Arbor platform. The work meant coordinating between sales, operations, legal, and development, and translating each team's friction into a single workflow none of them owned individually. I owned the spec, the roadmap slot, and the change management with the sales team after launch.

The outcome

Average signing time dropped by weeks from the 50-day baseline. The sales team closed deals noticeably faster, and the handoff to CS got cleaner because the contract details were already structured data in the platform rather than a PDF in someone's inbox.

The problem

Arbor's enterprise customers needed a way to bring their supplier networks into the platform, because most of the carbon footprint they wanted to measure lived upstream of their own four walls. The existing Supplier Engagement surface was a starting point, not a finished product, and the gap between what enterprise customers asked for in calls and what the platform actually did was getting wider.

The approach

I owned roadmap prioritisation across the platform (more than 90% of company revenue) and used the Supplier Engagement work as the proving ground for how we balanced enterprise client needs against grant deliverables and internal capacity. I ran client exploration sessions, worked the findings into the spec, and managed the end-to-end delivery of both net-new features and expansion of existing ones.

The outcome

The expanded platform directly contributed to enterprise adoption and upsell opportunities. Internally, it's become the workstream people point at when they want an example of how customer signal turned into shipped product without getting lost in the middle.