launch: 32 proof points
Rows on the facts page whose own text or source section carries "launch". The product name links the page with the full text. All skills.
| Role | Product | Situation | Task | Action | Result | Year | Skills |
|---|---|---|---|---|---|---|---|
| Senior Product Manager at Novo Nordisk | Wegovycare Wegovycare, a digital service to drive retention and repeat prescriptions for Wegovy | Applied for a SaMD product role at Novo; put forward instead for a digital solution for a then unheard-of weight-loss medicine. The final-round brief was solution-first: standalone features the business thought would help. Nobody had spoken to patients. | Persuade the business to set the brief aside and start with the problem, then use that as a mandate to change how they worked. | First product team at Novo to interview patients, run discovery, build prototypes and co-create with markets. Led a cross-functional team of 10 across the full product lifecycle; it took persuasion and a leap of faith from stakeholders. | Launched on time and on budget. 10% penetration in the first national market, the biggest adoption of any digital solution at Novo; still live. Asked to scale the ways of working across the organisation and promoted to Associate Product Director. | Mar 2020 - Feb 2022 | pharma, healthcare, patients, discovery, prototyping, ways of working, growth, retention, launch, 0 to 1, team leadership, stakeholders, budget |
| Associate Product Director at Novo Nordisk | GenAI proof of concept for automating compliance reviews Agentic RAG proof of concept for compliance reviews, with a Figma plugin | Every release of health software needed sign-off from medical, legal and regulatory reviewers. The process was built for marketing materials, not software: every screen was manually captured as a PDF and reviewed manually, stacking the regulatory risk to the end of the development cycle and sometimes adding months to delivery. | Test whether an LLM could take on the review so product teams could shift left: fail in design, not at review. Two acceptance tests set up front: useful to product teams, and catches what the manual review catches. | Used an internal LLM sandbox to build a RAG model of the guidelines and regulations, producing a full audit trail per submission. Built a prototype agent that plugged into Figma so designers could query the guidelines before investing effort. Pitched it to senior leadership & tested with product team. | Product team loved it. The proof of concept showed a clear path to much faster release cycles, but the timing was 12 months too early & the business was not ready for AI. Tom moved to help the Wegovy Pill launch. | Feb 2022 - Feb 2026 | AI, GenAI, regulated, compliance, pharma, healthcare, discovery, prototyping, ways of working, launch, marketing, team leadership, stakeholders |
| Associate Product Director at Novo Nordisk (contributed, one of a team) | Wegovy Pill launch Wegovy Pill launch, consumer workstream | Pitched for and invited onto the launch team for a company-critical initiative to inject new thinking (very unusual for a digital role). Digital, packaging and direct distribution sat in separate silos, each with its own assumptions. | Lead the HQ consumer workstream. | Applied subscription-model thinking to connect the physical product to digital fulfilment: QR codes on the boxes linking to the digital experience, and work with production on bundling three boxes in a tertiary carton. | Contributed to the largest pharma launch on record. | Feb 2022 - Feb 2026 | pharma, healthcare, patients, growth, retention, launch, marketing, SaaS, team leadership, international, consumer, budget |
| Associate Product Director at Novo Nordisk | CagriSema Digital discovery programme for CagriSema, the company's top drug asset | CagriSema was the first drug to span two therapy areas, diabetes and obesity. Each business unit ran independently with their own priorities and budgets. | Define what digital initiatives should accompany the drug, get both business units to agree, and get it funded. | Started with the problem, and uncovering the new user journeys to create a shared understanding of the problem space across both units. Then ideation: 128 candidate ideas, cut to a shortlist of 5, assumption-tested with prototypes, 4 recommended, each with a funding-gated rollout. Navigated the programme through internal governance. | Funding secured for a portfolio of 4 digital initiatives (a first). Aligned two business units on a common digital strategy (also a first). | Feb 2022 - Feb 2026 | AI, GenAI, regulated, compliance, pharma, healthcare, patients, discovery, prototyping, incubation, ways of working, growth, retention, funnels, experimentation, launch, brand, team leadership, stakeholders, consumer, budget |
| Associate Product Director at Novo Nordisk | Digital Incubation Digital incubation unit for branded digital engagement, evaluating build, buy and partner solutions | Asked after Wegovycare to scale its ways of working across the product organisation: to work across silos and help move the organisation from solution-first project thinking to a product model with an outcomes focus. | Build the unit that shapes the organisation's next big bets, and make problem-first the default. | Built the incubation unit entirely through influence. Designed a portfolio model and a gated incubation pipeline. Wrote the discovery playbook. Coached the incubation PMs. Secured funding and managed resourcing and cross-charges for the incubation teams. Evaluated build, buy and partner options for each bet. | Moved the business from solution-first to problem-first, and from output to outcomes. | Feb 2022 - Feb 2026 | AI, GenAI, regulated, compliance, pharma, healthcare, patients, discovery, incubation, ways of working, growth, retention, funnels, experimentation, launch, brand, team leadership, stakeholders, consumer, budget |
| Associate Product Director at Novo Nordisk | Product Operations standards, artefacts, ways of working | A wider remit across the product pipeline, to complete the move to a product operating model. | Establish metrics across a portfolio of 12 products. | Set product artefacts and quality standards: gate model and deliverables, product-ops metrics, portfolio reports, business case templates, problem and north-star statements. | Helped product teams connect work to commercial outcomes. | Feb 2022 - Feb 2026 | AI, GenAI, regulated, compliance, pharma, healthcare, patients, discovery, incubation, ways of working, growth, retention, funnels, experimentation, launch, brand, team leadership, stakeholders, consumer, budget |
| Associate Product Director at Novo Nordisk | Head of Patient Products Patient Solutions, a portfolio of consumer engagement products (companion apps adjacent to the medicines) | Interim reorg of product teams before the Wegovy Pill project. | Lead 6 experienced PMs building consumer engagement products, managing by outcomes; for a period, before moving into the pill team where the need was greatest. | Individual coaching and weekly experiment sharing; made individual product metrics public. | Broke product silos, established weekly demos and experiment sharing, encouraged learning loops. | Feb 2022 - Feb 2026 | AI, GenAI, regulated, compliance, pharma, healthcare, patients, discovery, incubation, ways of working, growth, retention, funnels, experimentation, launch, brand, team leadership, stakeholders, consumer, budget |
| Associate Product Director at Novo Nordisk | project steercos Chaired project steercos. Flipped the format from status updates to interactive co-creation | Steercos were project management checklists: project not product focused, and unsuited for high-uncertainty discovery-stage products. | Chair project steercos. | Flipped the format from status updates to interactive co-creation. | Cross-functional VPs moved from product sceptics to advocates. | Feb 2022 - Feb 2026 | AI, GenAI, regulated, compliance, pharma, healthcare, patients, discovery, incubation, ways of working, growth, retention, funnels, experimentation, launch, brand, team leadership, stakeholders, consumer, budget |
| Senior Product Manager at Novo Nordisk | Wegovycare Wegovycare profiling and customisation engine, delivered as an interactive magazine | Research showed every patient journey is different and every patient has different needs. A linear app would not work, and the drop-off risks were different for each person. | Identify each patient's drop-off risks and act on them automatically, with a system that coped with real people who do not check in on schedule. | Tom's own idea and pattern, most of the algorithm his. Built a continuous profiling engine combining clinical data, usage signals and PROMs. Applied a consumer marketing playbook to act on the top risk: it decided what content was shown and could trigger a messaging flow. Ran on fuzzy logic, tolerating gaps and misuse. Output to the patient: an interactive magazine that changed with them. | Every patient got a personalised experience from one product and one codebase. Part of the launch that reached 10% adoption in the first market and became the fastest-scaling digital product at Novo. | Mar 2020 - Feb 2022 | algorithm, API, regulated, pharma, healthcare, patients, discovery, prototyping, ways of working, growth, retention, roadmap, launch, 0 to 1, marketing, team leadership, stakeholders, consumer |
| PM/GM at LEO Innovation Lab | Diagnosis App Prototype smartphone app diagnosing skin conditions with machine learning | A moonshot: could a smartphone camera diagnose skin conditions? A 12-person team of data scientists, ML and computer vision engineers, wired for logic and certainty, in the deep uncertainty of product discovery. His first deep experience leading an ML team. | Lead the product direction, prioritisation and strategy, and get a working prototype that could be evaluated. | Worked with dermatologists to redesign closed-loop diagnosis and the ML training platform. Bootstrapped the ML engine with clinical decision trees. Designed the pipeline for data collection and analysis. Models were evaluated against a set of pre-tested images the dermatologists had all voted on. Not a medical device by design: disclaimers made clear it was not a diagnosis. Evaluated go-to-market and identified seven paths to market. | Over 80% accuracy across three skin conditions. Doubled the labelling output of the in-house image labelling platform. | Nov 2018 - Jan 2020 | AI, machine learning, computer vision, healthcare, discovery, prototyping, growth, launch, team leadership |
| PM/GM at LEO Innovation Lab | Skincoach Skincoach, a patient-support app for terminally ill cancer patients, built in partnership with Amgen | Amgen, one of the world's largest biotech companies and a leading maker of immunotherapy treatments, wanted to help patients manage the skin reactions that come with treatment. Those reactions affect quality of life and, in some cases, whether a patient can stay on treatment. Nothing existed for the time between oncologist appointments. | Build a product for this audience under strict regulatory and ethical constraints, and agree a partnership model with Amgen that neither company had used before. | Interviewed terminally ill patients and worked with oncologists to reimagine care between appointments. Every decision intentional and judged with sensitivity: no moving fast and breaking things. Dynamically spliced video to simulate personalised dermatology consultations, designed for simplicity and trust. Negotiated a new partnership model with Amgen that challenged convention. | Full product lifecycle in 8 months, on time and on budget. Live closed pilot in Spain and France. The partnership model was later adopted by Amgen's core business as an exemplar for innovation partnerships. | Feb 2018 - Oct 2018 | regulated, healthcare, patients, discovery, ways of working, growth, launch, domains, international, stakeholders, partnerships, budget |
| PM/GM at LEO Innovation Lab | TREAT TREAT, an app addressing underlying causes of inflammatory conditions through personalised nutrition advice, delivered as a decision-tree chatbot with nutritionists behind it. LEO Innovation Lab's first and flagship product. | The flagship product had a lot of attention, but was in trouble behind the scenes: massive tech debt, massive churn, no prioritisation, flaky metrics, unclear reporting lines and responsibilities, and no pathway to profitability. | Parachuted in with a 6-month mandate to stabilise it and assess viability. | Everything was on fire. Let some things burn and watched long enough to see which big patterns were broken, then started at the top of the funnel and worked through. Paused the service to refactor faster. Defined the value proposition and put KPIs into the daily workflow so the team steered by numbers. Set an experiment-led rhythm. Two levers: finding the fit before sign-up, and finding the fit inside the product. | Halved customer acquisition costs. Increased activation 7x. Both levers worked. | Nov 2016 - Aug 2017 | healthcare, ways of working, growth, activation, retention, funnels, experimentation, KPIs, roadmap, launch, 0 to 1, team leadership |
| Head of Marketing, TwentyThree | TwentyThree TwentyThree, an integrated video marketing platform for digital marketers | A global launch six weeks out and at risk, and a marketing team of 10-12 that needed stabilising. Joined on a short contract to get it over the line. | Rescue the launch on the 6-week deadline and leave the team with a structure that held. | Implemented OKRs, crystallised the USPs and introduced a lightweight reporting and planning structure. Produced video content. Set up a content and events calendar, including quid-pro-quo streaming rights for TechCrunch Disrupt. | Global launch rescued on the deadline. Team stabilised. The contract was extended to the end of the engagement. | May 2016 - Oct 2016 | turnaround, launch, marketing, startup, team leadership, deadline |
| Head of Marketing, Opbeat | Opbeat Opbeat, developer tools SaaS startup providing application performance monitoring. Backed by the cofounders of Facebook and Instagram. | New product came out of stealth and lacked traction. The audience was developers, who are allergic to advertising. | Build the brand, marketing strategy, team and channels from scratch, and get traction without advertising at people who ignore advertising. | Learnt the developer audience by sitting with the engineers in the team. Defined the core product proposition and the developer narrative, and told the story. Built the brand, the team and the channels from nothing, then ran growth experiments across them. The two biggest levers, the meetup video engine and the pricing restructure, have their own rows. | Trebled traffic and sign-ups in 12 months. The brand became known in the Python, Django and Node.js communities. | Nov 2014 - Apr 2016 | growth, conversion, experimentation, KPIs, launch, 0 to 1, brand, marketing, SaaS, startup, developer tools, team leadership, international, budget |
| Marketing Director, EuroDNS | EuroDNS EuroDNS, an ICANN-accredited international domain registrar specialising in unusual domain extensions. Customers included MailChimp, Lotus F1 and Time Warner. | Four years of decline when Tom joined: traffic dropping, online sales down, a legacy website, and SEO damage left by a previous agency's black-hat work. | Turn it around. | Restructured the marketing department (four direct reports), implemented KPIs and rebooted every marketing channel including the website, in under 8 months. Remediated the black-hat SEO damage. Analysed user flow and redesigned the website and ecommerce funnels. Collected customer feedback and repositioned the product. Launched over 500 new domain extensions, repositioning dry domains with Creative Commons photography of the world. First provider to offer a free SSL certificate with every domain. | Decline reversed. Organic traffic doubled in 12 months. Bounce rate halved, from about 60% to about 30%. | Feb 2013 - Nov 2014 | turnaround, growth, conversion, SEO, funnels, KPIs, launch, marketing, ecommerce, domains, team leadership, international |
| Acting Marketing Manager US, UK2 Group | US Marketing department Managed all online and marketing activity across 5 web properties | Run remotely from the UK, with a team never met in person. | Rebuild the underperforming US Marketing department before recruiting a US-based successor. | Created the marketing strategy, implemented a reporting structure, set and met budget targets. | Bounce rate down ~15%; sales conversion nearly doubled; product roadmap created and 8 products launched in 10 months. | Feb 2009 - Feb 2010 | turnaround, growth, conversion, roadmap, launch, marketing, team leadership, remote, international, budget |
| Head of Group Strategy, UK2 Group | new domain platform One platform replaced them | 6 brands on 3 different providers, some going direct to the registry, each with different APIs, rules and management fees. | Manage development of a new domain platform. | Owned the business case, budget, specifications, contracts and migration strategy. | One platform replaced them (500,000+ customer domains). | 2008-2010 | turnaround, retention, launch, brand, marketing, ecommerce, domains, web hosting, team leadership, remote, international, budget |
| PM/GM at LEO Innovation Lab | BetterVisitBot a pre-briefing chatbot for doctor consultations | Patients sometimes get intimidated by the doctor, and don't get the most out of their consultation, or forget what was said. | Prototype it with GPs. | Hid a dermatologist in an adjacent room to simulate a consultation chatbot. | Right idea, too early. Now it isn't. | 2016 to 2020 | AI, machine learning, computer vision, healthcare, patients, discovery, prototyping, growth, launch, team leadership |
| Head of Marketing, Opbeat | Opbeat Opbeat, B2B devops startup backed by Balderton Capital and the cofounders of Facebook and Instagram | A small startup with no marketing processes, KPIs, reporting or budgeting, and a runway to extend. | Put the basics in and create enough traction to raise. | Introduced marketing processes, KPIs, reporting and budgeting to the business. Grew grassroots meetups and built a video engine to reach developers. | Traction that enabled a $2M bridge-funding round. | Nov 2014 - Apr 2016 | growth, conversion, KPIs, launch, 0 to 1, brand, marketing, SaaS, startup, developer tools, team leadership, international, budget |
| Independent Consultant | independent consultant Remote product and strategy consulting | Moved to Denmark after meeting a Dane on a ski slope; needed to finance the move and Danish studies (Prøve i Dansk 3) and wanted into the Danish startup scene. Former employers Host Europe (UK) and EuroDNS (LUX) needed product and strategy work; Everplaces (DK) was a local startup client. | Deliver product and strategy work remotely from Copenhagen while building a life in a new country. | Briefed senior management, product managers, designers and marketeers. Pitched products; produced user stories, specifications, storyboards and wireframes. Wireframed order funnels to improve conversion. Created the strategy to refactor the legacy control panel serving 3M domains. Wrote content and did SEO, including interviews with MailChimp, Creative Commons, the EFF, Rand Fishkin and Michael Palin. Remotely managed teams in the UK, Luxembourg and Romania. | Spotted Raspberry Pi before launch, got in touch and turned it into a sponsorship deal. The EuroDNS engagement turned into the Marketing Director role. | Sep 2010 - Apr 2013 | pharma, growth, conversion, SEO, funnels, launch, marketing, startup, domains, web hosting, team leadership, remote, international, stakeholders, partnerships |
| PM/GM at LEO Innovation Lab | company all-hands the monthly all-hands | Optimising the onboarding funnel at LEO Innovation Lab, on the hypothesis that more notification opt-ins would raise activation. | Test a contextually-triggered opt-in shown at exactly the right moment. | The split test won on conversion but activation barely moved: the opt-in sat too late in the funnel. Rolled out a simpler opt-in early in the funnel, lifting net activation, and presented the mistake at the next company all-hands. | The monthly all-hands changed from presenting vanity metrics to mistakes made and lessons learnt. | Nov 2016 - Aug 2017 | healthcare, growth, conversion, activation, funnels, experimentation, launch |
| Head of Group Strategy, UK2 Group | Midphase pricing Midphase, UK2 Group's underperforming US hosting business unit | The US unit had a downward revenue trend: two flat-rate monthly accounts, very few customers on the top one, high churn. Tom was the CEO's troubleshooter across the UK, US and Ukraine offices, working remotely from the UK. | Diagnose the unit and reverse the trend without a new product. | Lifecycle analysis of the customer base. Restructured the two flat plans into tiered accounts with term-based pricing (3, 12 and 24 months), framed so longer commitments were visibly cheaper per month. Ran an anti-churn programme for existing customers: free upgrades to the new plans, added features such as backup to justify the structure, and switching costs such as losing the free domain on downgrade. Repositioned the brand and marketing and created a product roadmap. | ARPU up, customer lifetime extended, recurring revenue locked in. Downward revenue trend reversed in 6 months. 8 products launched in 10 months. | Sep 2008 - Sep 2010 | turnaround, retention, roadmap, launch, brand, marketing, ecommerce, domains, web hosting, team leadership, remote, international, budget |
| Co-founder, TextualHealing.com | TextualHealing.com TextualHealing.com, mobile barcode tickets and coupons via MMS | Fresh out of university as the dot.com bubble popped and there were no jobs. The idea was good; the founders were far too early and lacked experience. | Launch a multi-sided marketplace for mobile tickets. | Wanted perfect and kept polishing instead of shipping. No go-to-market plan and no viable first iteration. | Never launched. Years later a CEO's motto, "launch crap, but launch", completed the lesson: ship in small viable increments to capture value and learn early, but never ship junk; to learn fast, run a test. | 2002 - 2004 | pharma, growth, SEO, launch, marketing, web hosting, remote, international, partnerships |
| PM/GM at LEO Innovation Lab | Amgen partnership model Innovation partnership between LEO Innovation Lab and Amgen for Skincoach | Partnerships operated as mercenaries not missionaries. The standard contracting process was delivery to be completed (output), not outcomes. | Negotiate a partnership model that allowed building and piloting inside the constraints of two regulated companies. | Managed stakeholders on both sides and negotiated a new partnership model and ways of working. It challenged convention at the time. | The contract model and ways of working were later adopted by Amgen's core business as an exemplar for innovation partnerships. Tom led in-market discovery and delivery under it. | Feb 2018 - Oct 2018 | regulated, healthcare, patients, discovery, ways of working, growth, launch, domains, international, stakeholders, partnerships, budget |
| PM/GM at LEO Innovation Lab | TREAT team TREAT team, about 15 people including a product lead and a product manager | Brought in to troubleshoot the flagship product. The existing team were passionate but struggling to fight fires, and already had their own product lead and PM; it needed delicacy to keep their passion and expertise while helping them out. | Take over the team without losing it. | Started as a consultant for the first month, then proposed as the lead with the team reporting to him; that needed trust and humility, so the team got the option to veto. They went ahead. Fires, chaos, blurred reporting lines, people problems; the service paused to refactor faster; morale at rock bottom. Kept the faith: new cadences, new ways of working. | The team came out the other side intact and stronger, with real trust, and then halved acquisition costs and 7x'd activation. | Nov 2016 - Aug 2017 | healthcare, ways of working, activation, retention, roadmap, launch, 0 to 1, team leadership |
| PM/GM at LEO Innovation Lab | TREAT closure TREAT, LEO Innovation Lab's flagship product | Six months in, the metrics were transformed: acquisition cost halved, activation up 7x. The product had a lot of attention inside the lab and was the first thing LEO Innovation Lab had launched. | Answer the second half of the mandate: is it viable? | Looked at the unit economics rather than the growth curve. As customers increased, nutritionist costs grew with them. The 1:1 model did not scale, and the technology to replace the nutritionist did not exist yet. Recommended the business be closed. | The recommendation was accepted and Tom wound the project down, preventing further sunk investment. Turning around the metrics is not the same as proving viability; sometimes the right call is to stop even after making things better. | Aug 2017 | healthcare, ways of working, growth, activation, retention, roadmap, launch, 0 to 1, team leadership |
| Head of Marketing, Opbeat | Opbeat meetup video engine Opbeat developer community channel | The audience was developers, who are allergic to advertising. Brand-building and acquisition with no budget for ads that would not have worked anyway. | Reach developers where they already were, and have them bring the audience. | Advertised for a video marketing intern to travel the world attending developer meetups, unpaid but all expenses covered. Filmed and live-streamed the meetups on the company blog; speakers promoted the stream to their own developer audiences. No direct advertising in the video; the audience captured with retargeting ads, organic traffic and backlinks. | Grassroots meetup presence and a content engine that fed the trebling of traffic and sign-ups. Scrappy, high-leverage. | Nov 2014 - Apr 2016 | growth, conversion, SEO, KPIs, launch, 0 to 1, brand, marketing, SaaS, startup, developer tools, team leadership, international, budget |
| Head of Marketing, Opbeat | Opbeat pricing Opbeat pricing and free tier | The pricing model inadvertently disincentivised upgrading, and there were barriers at the point of entry for a product that needed developers to try it first. | Remove the barriers to entry and to upgrade. | Found the disincentive in the pricing structure and persuaded the CEO to restructure it. Put the emphasis on the free tier so growth came from the ground up: developers adopt first, teams pay later. Demoted pricing from the navigation to the footer to cut friction at entry. | Pricing that no longer worked against the product's own growth loop, feeding the trebling of sign-ups. No separate figure for this lever. | Nov 2014 - Apr 2016 | growth, conversion, KPIs, launch, 0 to 1, brand, marketing, SaaS, startup, developer tools, team leadership, international, budget |
| PM/GM at LEO Innovation Lab | Diagnosis App data pipeline Image labelling platform and data pipeline for the diagnosis app | Labelling by dermatologists was critical for model performance, and a significant bottleneck. | Get more labelled data through the system without lowering its quality. | Interviewed every dermatologist on the labelling work to understand how they actually worked, then redesigned the in-house image labelling platform around that. Designed the pipeline for data collection and analysis to feed it. | Doubled dermatologist labelling throughput. Less of their time on labelling training data, more labelled data for the models. | Nov 2018 - Jan 2020 | AI, machine learning, computer vision, healthcare, discovery, prototyping, growth, launch, team leadership |
| PM/GM at LEO Innovation Lab | Diagnosis App paths to market Go-to-market evaluation for a moonshot ML prototype in dermatology | A functioning prototype, but heavy regulatory barriers and no clear path to market. | Work out how, or whether, a moonshot prototype could reach a market. | Evaluated go-to-market systematically and mapped the options with the team. | Identified seven paths to market, with the trade-offs of each, for the lab to decide on. | 2019 | AI, machine learning, computer vision, regulated, healthcare, discovery, prototyping, growth, launch, team leadership |
| Marketing Director, EuroDNS | EuroDNS domain extensions EuroDNS domain product range | A registrar whose edge was unusual domain extensions, selling them to a customer base that had been shrinking. Hundreds of new extensions were arriving in the market. | Reposition the product and give customers a reason to buy from EuroDNS rather than the giants. | Collected customer feedback and repositioned the product. Launched over 500 new domain extensions: where most registrars showed extensions as word art, EuroDNS showed .aq with a picture of icebergs, Creative Commons photography with the author credited, so a string of characters became a place. Rebooted the newsletter and built content marketing around it, including interviews with Rand Fishkin and the EFF. First provider to offer a free SSL certificate with every domain. | Part of the turnaround that reversed four years of decline in traffic and online sales. | Feb 2013 - Nov 2014 | turnaround, growth, conversion, SEO, launch, marketing, ecommerce, domains, team leadership, remote, international |
| Independent Consultant | Raspberry Pi partnership A partnership with Raspberry Pi | Consulting for Host Europe around 2011, Tom found out about Raspberry Pi before it launched, before anyone had heard of it. | Turn a hunch about an unknown project into something for the client. | Reached out to the creators directly and offered them a server for their downloads. Shaped that into a sponsorship deal for Host Europe. | Host Europe became a sponsor of Raspberry Pi before it launched. | 2010 - 2013 | pharma, growth, SEO, launch, marketing, web hosting, remote, international, partnerships |