Available for new engagements
Product Manager

I help product teams deliver more value, in less time, at higher efficiency — with happier teams and clients. Based in the UK, working worldwide.

Kerryn Tiddy

“Deliver the most value, in the shortest time, at the highest efficiency — with the happiest teams and clients.”

Most value
Outcomes for real users — not features shipped
Shortest time
Clarity is the ultimate accelerant
Highest efficiency
Relentless focus on what matters most
Happiest people
Trusted, motivated teams do their best work
Kerryn Tiddy
Kerryn Tiddy
Product Manager
About me

Insight led,
outcome driven.

I’m a product manager with a track record of delivering outcomes that matter — across SaaS, energy, utilities, and beyond.

I’ve led product discovery, shaped roadmaps, coached cross-functional teams, and built the processes that turn good product ideas into great delivered experiences. I combine sharp analytical thinking with a deeply human approach to collaboration — because the best product decisions come from teams that feel genuinely heard and trusted.

Product strategy & roadmapping
Discovery & user research
Agile coaching (Scrum, Kanban, SAFe)
Metrics, OKRs & product health
Stakeholder management
Team coaching & capability building
Experience includes
SaaSEnergy & utilitiesB2BB2CEducation
Portfolio

Projects, products,
launches & outcomes.

A selection of the product and process work I’ve led — from discovery through to measurable impact.

SSE Business EnergyProcess redesignLean / Green Belt
Service Plan Change — Business to Domestic
Requests managed against a 10-day SLA with no formalised process, leading to high rejection rates and a customer experience significantly below Ofgem’s 2-day expectation.
80%
Reduction in processing time — 10 days to 2
40%
Improvement in request quality
2 days
Aligned with Ofgem regulatory expectation
The challenge
The process sat within billing operations with no clearly defined structure or ownership. Poor quality requests caused frequent rejections, delays, and rework — while the internal 10-day SLA was significantly misaligned with Ofgem’s 2-day expectation.
My approach
  • Analysed request data to identify root causes of rejection and rework
  • Applied the 5R’s framework to assess and streamline the end-to-end process
  • Ran a Kaizen-style initiative to rapidly iterate and test solutions
  • Redesigned the workflow with clearer inputs, standards, and ownership
  • Collaborated with stakeholders to embed and communicate the changes
Key decisions & trade-offs
The pivotal decision was shifting the target from a 10-day SLA directly to 2 days — aligning with regulatory expectations rather than incrementally improving.
Reflection
“This reinforced the value of Lean thinking — not just as a toolkit, but as a way of understanding problems more deeply. Less about reacting to issues, more about understanding the system behind them.”
SSE Business EnergyWebsite launchQA & delivery
Website Improvement — Manage My Account
A high-visibility platform launch with no structured defect tracking, tight timelines, and the pressure of stepping in as Deputy Team Manager while coordinating testing, stakeholder reporting, and team readiness simultaneously.
Launched with minimal defects across all releases
1 day
Senior leadership report & presentation delivered
HOD recognition + follow-on Operational Impact Analysis requested
The challenge
The Manage My Account platform needed to launch with minimal defects but had no structured testing or tracking in place. I also stepped in as Deputy Team Manager during my manager’s absence.
My approach
  • Created a defect tracker to log issues, evidence, and resolutions across releases
  • Introduced a more organised approach to testing and quality assurance
  • Supported the team with training and documentation ahead of launch
  • Encouraged earlier team involvement to build shared understanding and confidence
  • Acted as central point of communication between team and senior leadership
  • Compiled and delivered a full report and presentation for senior leadership within one day
Key decisions & trade-offs
Moving away from being the sole point of knowledge and involving the wider team earlier — investing time upfront in training even under tight timelines.
Reflection
“This highlighted the importance of shared ownership. Involving the team earlier improved launch readiness and reduced reliance on a single point of contact.”
SSE Business EnergyUser researchCX & journey mapping
TPI Personas & Customer Journey Mapping
Limited insight into Third Party Intermediary behaviours, no shared understanding across teams, and a need to turn 6 months of research into actionable outputs — not just a static document.
6 mo
End-to-end research and delivery programme
Director-level praise and sign-off on final outputs
Pain points fed directly into improvement initiatives
The challenge
As part of establishing a new CX function within Continuous Improvement, there was limited insight into TPI behaviours. Multiple teams needed to align around a shared understanding of the user, and outputs had to be actionable across a 6-month timeline.
My approach
  • Co-led the initiative, taking ownership of the TPI research workstream
  • Facilitated workshops with super users across the business
  • Used storyboarding to bring personas and journeys to life
  • Mapped end-to-end customer journeys to surface friction and opportunities
  • Applied Kaizen principles and Gantt-based planning to manage delivery
  • Gathered iterative feedback throughout to validate and refine outputs
  • Coached a colleague leading the parallel customer workstream
Key decisions & trade-offs
Prioritising co-creation over top-down design — investing time in workshops and involving operational teams early.
Reflection
“One of the most rewarding projects I’ve worked on. It reinforced how important it is to bring others along with you — not just deliver outcomes.”
SSE Business EnergyContinuous improvementTeam empowerment
Operational Process Improvements & Team Empowerment
Longstanding billing inefficiencies, growing backlogs, and a disengaged team with good ideas and no route to act on them. Turning frustration into structured improvement without losing people along the way.
13→6
Issues consolidated into 6 structured improvement projects
White & Yellow Belt certifications enabled across the team
Proactive, solutions-focused team culture established
The challenge
Processes within billing were inefficient, backlogs were building, and team members felt unheard — leading to disengagement with no clear route to action.
My approach
  • Facilitated open whiteboarding sessions to surface frustrations and identify root causes
  • Turned team ideas into tangible improvement initiatives with real ownership
  • Consolidated 13 identified issues into 6 structured, deliverable projects
  • Assigned projects as development opportunities aligned to Belt certifications
  • Supported team members through training and coaching
  • Introduced visual management to improve team briefs and reporting
Key decisions & trade-offs
Prioritising team ownership over centralised control — delegating meaningful responsibility and allowing space for learning.
Reflection
“This reinforced how powerful it is when people feel heard and trusted. We shifted from reactive to continuously improving.”
SSE Business EnergyConversational AIProduct discovery
Conversational AI — Launching Virtual Assistant Capability
An ambitious programme to deflect 80% of customer contact within 8 weeks — with aggressive timelines, multiple senior stakeholders, and limited validated insight into actual customer demand.
40%
Of 80% deflection target achieved in first few months
First
Virtual assistant launched in the business within 3–6 months
Selected by Head of IT to continue & accelerate AI capability
The challenge
An 80% deflection target set without strong supporting data, creating pressure to deliver quickly rather than validate assumptions.
My approach
  • Developed a retrospective business case to challenge and validate underlying assumptions
  • Created a product canvas to define features, users, and value propositions
  • Analysed customer feedback, research, and behavioural data
  • Identified that only ~1% of customers were likely to engage with AI in its current form
  • Delivered the first virtual assistant capability in the business within 3–6 months
  • Continued introducing data-driven thinking throughout, even under pressure
What didn’t work — and what I learned
One feature increased inbound demand rather than reducing it. The data pointed toward a better path: customers wanted live chat with AI as an enhancement, not the starting point.
Looking ahead
Start with live chat as the core channel, layer AI in gradually based on real usage, and focus on validated demand before scaling.
Reflection
“This fundamentally shaped how I think about product. Challenge assumptions early, let data guide direction, and be comfortable adapting — even under pressure.”
ENSEKProduct developmentUser research
Change of Tenancy — End-to-End Journey
Supporting 1.2 million property moves in 2025 for one of the largest energy suppliers in the UK — delivering a faster, more accurate, and more unified customer journey.
75%
Reduction in average handling time — 20 minutes down to 5
90%+
Of accounts receiving actual meter reads for improved bill accuracy
1.2M
Moves processed in 2025 across the UK
Context
Change of Tenancy is one of the most operationally significant journeys in energy — handling over 1.2 million property moves in 2025 alone.
My approach
  • Conducted on-site user research to observe agents engaging directly with the product
  • Identified and removed unnecessary steps adding friction and time to the journey
  • Delivered features to reduce average handling time from 20 minutes to 5
  • Improved bill accuracy by ensuring actual meter reads for over 90% of accounts
  • Developed a combined gas and electricity journey for customers with split accounts
  • Addressed timeliness and accuracy as core outcome metrics throughout delivery
Measurements
Average handling time · Task success rate · Bill performance · Accuracy · Timeliness.
Key decisions & trade-offs
Combining the gas and electricity journeys for dual-fuel customers added short-term complexity but significantly improved the experience for customers who had previously needed to repeat the process twice.
Reflection
“Watching users work through the process in real time surfaced friction that data alone wouldn’t have revealed. The biggest wins came from removing steps, not adding features.”
Resources

Tools & frameworks
I use in practice.

A growing collection of the frameworks, methods, and tools I’ve applied across my case studies and product work. More coming soon.

⚙️
Process & Lean Thinking
Frameworks used to redesign workflows, reduce waste, and improve quality at source.
Lean / Six Sigma (White, Yellow, Green Belt)
Kaizen rapid improvement events
5R’s process assessment framework
Visual management & process mapping
🔍
Discovery & User Research
Methods for understanding users, surfacing insight, and framing problems before any solution is designed.
Jobs To Be Done (JTBD)
Customer journey mapping & storyboarding
Persona development & user segmentation
Assumption mapping & retrospective business cases
⚖️
Prioritisation & Planning
Frameworks for deciding what to build, in what order, and why.
MoSCoW method
Effort vs impact matrix
Now / Next / Later roadmapping
Gantt-based programme planning
🏃
Agile Delivery
Delivery frameworks and practices applied to manage product development and improve team rhythm.
Scrum & sprint ceremonies
Defect tracking & QA processes
Definition of Ready / Definition of Done
Backlog refinement & story mapping
📈
Metrics & Measurement
Frameworks for defining and tracking the right outcomes — from customer satisfaction to product health.
OKRs (Objectives & Key Results)
CSAT, NPS & CES measurement
North Star metric definition
Product health dashboards
+
More coming soon
Interactive tools and downloadable frameworks will be added here as the site grows.
LinkedIn recommendations

What colleagues
say about working with me.

12 real recommendations from engineers, researchers, analysts, and managers I’ve worked alongside.

Let’s work together

Ready to build
something that matters?

Whether you need a product strategy, a discovery sprint, an agile coach, or just someone to think through a challenge with — I’d love to hear from you.

Based in the UK · Remote & in-person · Available worldwide