The challenge
Only around a quarter of UK sports fans bet, and the ones who don’t find existing products dull and transactional. The original pool-betting product wasn’t engaging enough and margins were falling.
The business needed to find a real gap in the market, decide who it was actually selling to, and stop spreading a small team across too many ideas.
What I did
- 01
Research-led reset
Ran competitor analysis and built eight jobs-to-be-done personas from player research to find the gap in the market and shape the roadmap around it.
- 02
The B2B pivot
Led the board-endorsed move from direct-to-consumer to B2B multi-tenant SaaS. This meant refactoring a three-year-old stack into a white-label layer with OAuth2/JWT APIs so operators could plug games in as widgets.
- 03
AI prototyping instead of specs
Built an AI toolchain (Claude, Lovable, Replit, UXIA) that turns every journey into a clickable, responsive web app the team can demo to engineering. Requirements are shown, not described. A new concept reaches a playable prototype in about eight days.
- 04
Delivery discipline
Wrote the delivery strategy, product principles and integration model, and set a fixed build-deliver-integrate sequence so the team shipped what sales was selling instead of spreading thin.
The result
- Churn cut from 72% to 49%
- Discovery cycle time cut from three months to three weeks, lowering the cost of customer validation
- Commercial pipeline built to 13+ operators, with two at contract stage
- Score Predictor live in UK production