CASE FILES
Decisions in context.
These are not generic success stories. Each case shows what the organisation had to decide, what I owned and what changed.
The settings range from global platforms and 350-person product organisations to early-stage commercial and funding decisions. The common thread is simple: make the decision explicit, test the assumptions and build the organisation or evidence required to carry the choice.
CASE FILE 001 · UBISOFT CONNECT
Building and leading a global platform end to end.
Ownership: the investment, product direction, technical delivery, creative quality and organisational capacity behind Ubisoft Connect.
Outcome: an organisation scaled from 40 to 240 people behind a platform serving more than 60 million users.
CASE FILE 002 · SONY IoT
Building a venture from team and MVP to first customer.
Ownership: team, budget, product direction, MVP, commercial path and first enterprise customer.
Outcome: the first automotive customer and platform capabilities later absorbed into shared infrastructure within Sony.
CASE FILE 003 · FLEET INTELLIGENCE
Turning technical capability into commercial evidence.
Challenge: a broad feature portfolio did not reveal which buyer problems deserved further investment.
Shift: propositions, explicit assumptions and customer signals became the unit of commercial learning—not feature count.
CASE FILE 004 · PLAY’N GO
Running a 350-person product organisation as one accountable system.
Ownership: portfolio, product, production, capacity and leadership across the full games organisation.
Outcome: annual output increased from 52 to 64 titles without increasing budget, while management gained a longer planning horizon.
CASE FILE 005 · AI INFRASTRUCTURE
Building the evidence before building the fundraising story.
Challenge: the investment narrative was developing faster than the commercial and product evidence behind it.
Shift: fundraising became a readiness decision—raise now, strengthen specific evidence, reposition or delay.
What are you assuming that you cannot yet demonstrate?
Send me the decision you’re trying to make.
Jörn Green 