‘Fibre only’ connections
I led the end-to-end design and delivery of a commoditised full-fibre broadband product at Lit Fibre, focused on reducing operational complexity while enabling long-term scalability within a competitive UK fibre broadband market.
Product Strategy and Commercial Rationale
The product was designed around multiple clearly defined broadband speed tiers, deliberately excluding bundled hardware. This approach supported customers with advanced home networking environments while reducing fulfilment, support, and lifecycle overheads for the business.
By simplifying what was included by default, the proposition enabled a more cost-effective operating model without compromising technical capability or future flexibility. The design balanced immediate operational needs with longer-term product platform evolution.
Customer Insight and Opportunity Definition
Customer needs and the opportunity space were identified through a combination of operational data and qualitative insight. This included analysis of operational performance data, recurring themes from customer support interactions, and prevailing sentiment across publicly accessible technical forums and communities.
Together, these inputs highlighted a distinct customer segment with high technical confidence and existing investment in premium networking equipment, whose needs were not well served by conventional bundled broadband products.
Product Positioning and Strategic Trade-Offs
A deliberate prioritisation decision was made to position the product alongside existing preconfigured broadband propositions rather than as a replacement. While prebuilt packages continued to support customers seeking simplicity and guidance, this proposition was intentionally designed to include less.
The trade-off prioritised flexibility and customer control over convenience, recognising that the target audience already owned high-end third-party networking hardware and valued choice. This dual-track approach allowed the business to serve divergent customer needs without increasing operational complexity.
End-to-End Product Leadership and Delivery
I owned the initiative from concept through to launch, shaping the proposition, validating the opportunity, and aligning delivery with organisational constraints. This included setting realistic timelines in collaboration with engineering teams, adjusting priorities as delivery progressed, and coordinating across network operations, service operations, bespoke engineering, CRM, customer support, and customer experience functions.
To support execution, I led the design of cross-functional process flows, ensured alignment prior to build, and quality-assured engineering changes with feedback from operational teams.
Go-to-Market and Launch Enablement
Alongside delivery, I led go-to-market definition, including product naming, positioning, and the creation of launch materials. I also produced internal documentation to support launch readiness, including process adjustments, sales guidance, and positioning frameworks to ensure customer-facing teams were equipped from day one.
Validation and Early Signals
Early indicators following launch suggested that the underlying market assumptions and opportunity sizing were directionally correct. However, the product was not live for a sufficient period to generate statistically meaningful performance metrics.
As a result, while full validation was not possible, there was no evidence during its brief time in market to suggest a material flaw in the opportunity assessment or product design.
Outcomes and Impact
The product launched smoothly and as planned, demonstrating the organisation’s ability to deliver a low-overhead, scalable broadband proposition at pace. Although its time in market was brief due to a subsequent strategic decision to pause customer acquisition, the programme validated a simplified operating model and reinforced repeatable principles for future broadband product design.
