Critical national infrastructure
Product and delivery for high-availability services where reliability, security, and regulatory compliance are non-negotiable.
Senior Product Manager · Technology, Finance & Government
The deep end
of product.
Technology, finance, government, critical national infrastructure. I lead digital products where the stakes are real, the users are counting on you, and “move fast and break things” was never on the menu.
A record that runs through
- Accenture
- Vodafone
- Intel
Calm hands for complicated products.
I'm a senior product manager who works where the pressure is highest: technology platforms at enterprise scale, regulated markets, and critical infrastructure, places where a bad release is a board-level event. My job is to make ambitious change feel unremarkable: shipped, adopted, audited, and still standing a year later.
I operate in the space between strategy and delivery: setting clear direction, prioritising with data, and keeping engineering, operations, risk, and executives aligned on the same outcome. I'm fluent in modern product operating models and pragmatic about AI: clear on where it genuinely improves a service, and where it doesn't.
The work speaks first.
Selected highlights across technology, finance, government, and critical national infrastructure.
Regulated financial services
Product direction across financial-services platforms, balancing commercial goals against risk, controls, and audit requirements.
Recognised innovation
Ford Motor Group IoT Innovation Award for an emerging-technology product concept taken from idea to working prototype.
Applied AI, early
Applied AI/ML work before it was fashionable: a University of Cambridge research collaboration and an IBM Watson programme.
Where I've held the pen.
Senior product roles across consulting, telecoms, and technology.
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Now
Product Manager
Accenture London, UKSenior product lead on large-scale, business-critical programmes for major financial services and public sector clients. I own product strategy, roadmap, and backlog for enterprise platforms and digital services relied on across whole organisations, turning complex, regulated problems into products that ship and create measurable value.
- Lead end-to-end delivery of mission-critical platforms across multiple agile teams, from strategy through to live service at scale.
- Align engineering, operations, risk, and executive stakeholders behind a single roadmap and a shared definition of value.
- Turn ambiguous, high-stakes problems into prioritised product bets, backed by data-led prioritisation and clear success measures.
- Embed modern product operating models and responsible AI and automation to lift delivery pace, quality, and resilience.
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Before
Technical Product Owner
Vodafone Group London, UKOwned the product backlog and technical direction for platform and connectivity services at scale, defining and prioritising requirements across multiple engineering teams.
- Balanced performance, reliability, and cost for a high-availability, customer-facing platform.
- Drove measurable improvements in delivery efficiency and service quality.
- Bridged business and engineering to keep roadmap and backlog commercially grounded.
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Earlier
Technical Marketing Engineer
Intel Corporation Swindon, UKBridged engineering and commercial teams to bring emerging technology to market, translating deep technical capability into clear value propositions, enablement, and go-to-market support for partners and customers.
Principles that survive contact with production.
How I run product in places where getting it wrong makes the news.
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Boring is a feature.
In critical services, predictability beats novelty. Excitement belongs on the roadmap, not in the incident channel.
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Regulation is a constraint, not an excuse.
Strong teams design for compliance the way they design for latency or cost: early, deliberately, and without drama.
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Data decides; conviction tie-breaks.
Prioritisation starts with evidence. When the evidence runs out, someone still has to decide, and own the decision.
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Adoption is the launch metric.
Shipped isn't done. A platform nobody migrates to is just expensive shelf-ware with a press release.
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AI earns its place.
Where it measurably improves the service, use it well. Where it adds risk without value, have the confidence to say no.
On file, verifiable.
Certified SAFe® 6 Lean Portfolio Manager
Scaled Agile, Inc.
SAFe® Agile Product Management 6.0
Scaled Agile, Inc.
BSc (Hons), First Class
Computer Science & Artificial Intelligence
Start a conversation.
I take on a small number of senior product leadership roles and engagements. If you're building something complex, in tech, finance, or government, I'd like to hear about it.
me@raghavsharma.io · London, UTC±0