Platform Evolution & Digital Product Leadership
Helping organizations evolve core digital systems without disrupting operations
Many maritime organizations know that their core digital systems need to evolve—but struggle to move forward without introducing operational risk, internal resistance, or costly missteps.
Legacy internal tools still play critical roles. Third-party platforms overlap in scope. New requirements—regulatory, commercial, and analytical—are layered onto systems that were never designed for them.
This work focuses on helping organizations evolve their digital platforms deliberately: preserving what works, fixing what doesn’t, and building toward a clearly defined next state that users can adopt with confidence.
When this is the right fit
This engagement is a good fit when organizations find themselves saying:
“Our core tools are critical—but increasingly limiting.”
“We have too many systems and no clear architecture.”
“Teams rely on workarounds because systems don’t match how work actually happens.”
“We know a major upgrade is needed, but the risk feels high.”
“Past digital initiatives delivered functionality, but adoption lagged.”
In most cases, the challenge is not technical feasibility. It is clarity, sequencing, and change.
How I work
I work as embedded digital and product leadership, operating between users, management, and technical teams. Rather than prescribing solutions upfront, I focus on building shared understanding and momentum by:
Making the current digital landscape explicit
Clarifying what systems are expected to enable—today and over time
Defining realistic evolution paths rather than “rip-and-replace” programs
This often includes acting as:
Interim or embedded product leadership
A bridge between operational users and engineering teams
A neutral, experience-based voice across internal teams and external vendors
The emphasis is on direction and delivery, not abstract roadmaps.
What this work typically includes
While each engagement is tailored, this work commonly includes:
Mapping existing systems, workflows, and dependencies
Identifying where legacy tools still add value—and where they create friction
Defining a clear next-state platform vision grounded in operational reality
Establishing good / better / best capability paths to support staged investment
Clarifying which capabilities should be owned internally versus sourced externally
Supporting execution through upgrades, transitions, or major releases
Driving user adoption through practical design, communication, and iteration
AI may be part of the future state—but only where the foundations, data, and workflows support it.
What organizations gain
Organizations engaging in this work typically see:
Clearer understanding of their digital landscape and priorities
Reduced reliance on conservative assumptions driven by system limitations
Better alignment between users, leadership, and technical teams
Platform evolution that feels achievable rather than disruptive
Digital systems that are trusted, used, and capable of further growth
Just as importantly, organizations build internal confidence and capability to continue evolving beyond the engagement.
Relationship to other Digitalization Services
This work often serves as a starting point for broader Digitalization Services. Once core platforms, workflows, and ownership are clear, organizations are better positioned to:
Build decision-support tools and advanced analytics
Introduce AI capabilities deliberately and responsibly
Support more ambitious operational or decarbonization initiatives
Some organizations begin here; others combine this work with related Digitalization or Decarbonization Services.
Available for collaboration
If you’re facing a core platform transition and want experienced, hands-on leadership to help evolve your systems without disrupting operations, I welcome an initial conversation.