Daniel Hatton

Around 50% of people no longer read the news.

Modern news consumption is fragmented, and readers must scan multiple publications to truly understand events, due to competing narratives and bias across outlets.

News Agency is an AI-powered platform that automatically collects news stories from multiple sources and processes them through LLM-based pipelines to create neutral news summaries of the top stories for the day, and shows how each outlet frames the same news.

I designed the product architecture, research workflows, and automated pipelines that transform raw news into structured insights.

The platform demonstrates how AI can dramatically reduce the time required to understand complex global events and orient to the news.

While I was at PwC, I led the design and development of our innovation services team. The brief that we were given was to provide world-class innovation services (design sprints, workshops, an accelerator) to enable product teams across PwC and clients to quickly and effectively ideate and grow new or existing products.

I led on the service design and brought new members into the team, training them in doing so. I also defined our team strategy using OKRs and would report to senior leadership to showcase our measures of success. By the time I left PwC, we had delivered over 100 sprints and workshops to the business (and delivered several client services), identifying and driving forwards a variety of big-ticket and smaller-scale cost-saving and revenue-generating opportunities.

• 30% — Month-on-month Product Growth for Six Consecutive Months

The fitness tech platform needed a clearer product strategy, stronger user feedback loops, and a more scalable development structure to support growth.

When I joined, a prototype had been built by an outsourced development team, but the app needed significant work before it could be launched and scaled effectively.

As head of product, I defined the product strategy and roadmap while building a fully in-house product and engineering team.

I introduced continuous discovery processes, including user interviews and product analytics using Mixpanel and UXCam. These insights informed the development of new product features and improvements, including our decision to focus solely on building an iOS app, as the majority of our users were iOS users.

I also supported Series A fundraising preparation by developing investor materials (including market analysis and financial projections).

Product improvements drove 30% month-on-month growth for six months and created a scalable foundation for future development.

When I joined PwC, I noted that there were lots of extra-curricular opportunities, but no way to get involved with them; there were several intranet systems and mailing lists, but it was very difficult to find out about the opportunities that were available to staff, and therefore difficult to expand your network across the firm.

I pitched an idea to bring all of these opportunities together in one simple to use platform, connecting people at PwC and ultimately scaling to connect staff at different organizations. I raised investment from the executive board to develop Balance, built a team, sourced a development agency, and designed and developed the product, before rolling it out UK-wide and to the Middle East firm.

At its peak, it had 10,000 active users, with hundreds of events being created and attended every week. Ultimately, due to changing investment practices and the lack of a rigorous product culture at PwC (at that time), the product was decommissioned. Still, the experience gave me the product bug!