Lucy Scott Brown

Good product work starts with being honest about what you're actually looking at.

Not what you hoped the data would say, or what the brief assumed, or what would make the business case easier to write. What it actually says. That sounds obvious, but in practice it's the thing that gets compromised most often — by timelines, by internal pressure, by the discomfort of telling people their hypothesis is wrong. I've found that doing it anyway, consistently, is what separates product work that holds up from product work that doesn't.

That belief has shaped how I've worked across eight years in product — at Shell, where I was part of an early-stage venture team and learned what real customer discovery looks like before there's anything to sell; through scaling a B2B IoT product across five global markets; and most recently at Clavium, where I led GTM strategy for a treasury management platform and spent months at industry conferences testing assumptions about who the real customer was before committing to a direction.

The through-line across all of it has been working across the whole picture. I've rarely sat neatly inside a product function — the work has always pulled across commercial strategy, positioning, how the thing gets built, and how it gets talked about. I've come to think that's actually where the interesting and important work happens: in the joins between those things, where the gaps tend to be.

Technically, my deepest domain is digital assets and financial infrastructure. I understand the regulatory complexity, the institutional buyer, and the genuine technical challenges — things like tracing transactions through smart contracts, or building governance structures for organisations that aren't sure yet what governance they need. But I've worked in enough different contexts to know the skills transfer, and I'm more interested in the right problem than the familiar one.

I also care about how teams work, not just what they produce. I've managed product owners, run AI working groups, and coached early-stage founders — and in all of those situations the thing that moved things forward was the same: being clear about what you know, honest about what you don't, and building the conditions for other people to do good work.

Outside of work, I'm based in Dubai. I founded a fashion brand for petite women (LacunaFit) that ran for four years and taught me more about customer relationships, operations, and the reality of running something than most things I've done — and I think about that experience more than you might expect when I'm doing product work in very different contexts.