Daniel Hatton, Product Manager in London, United Kingdom
Daniel Hatton

Product Manager in London, United Kingdom

Member since November 9, 2021
Dan spent the first seven years of his career at PwC, initially training as a chartered accountant, before moving into product management. He is a creative, ACA-qualified product manager with a track record of successful product and venture development and management. Dan’s sweet spot lies in working creatively and entrepreneurially with teams to bring ideas to life, take concepts to MVP, set strategies, and lead teams to execute big visions.
Daniel is now available for hire

Project Highlights



  • Product Manager

    2022 - 2022
    Legaltech Startup
    • Worked with a tech lead and a design lead to conduct two weeks of discovery workshops with a legaltech client. By the end of the discovery phase, we had scoped out the product backlog and build plan for the MVP build.
    • Created workshop collateral using Miro and ran daily workshops with product team members and clients.
    • Managed the delivery of the project which included creating work plans and conducting daily standups to ensure that the product team was on track to meet key milestones.
  • Product Manager

    2022 - 2022
    A Vertical Community
    • Worked to create a new app concept based on the founders' ideas. This involved: market research, user journey mapping, creating customer personas, and creating low-fidelity wireframes that could be passed on to the designer.
    • Created a product backlog and split it into releases based on product and business strategy. Worked with a tech lead to scope out estimated build costs.
    • Supported the founders with creating the pitch deck and gathering necessary collateral for their first fundraiser.
    • Conducted user testing (both through surveys and video calls) and synthesized feedback to both suggest new product features and validate existing assumptions around the backlog and build plan.
  • Product Manager

    2022 - 2022
    Wellbeing Social Network
    • Conducted user testing through one-to-one interviews and synthesized feedback into new product features.
    • Led the Series A fundraising deck, created an investment deck, and worked with the executive team and investors to refine the deck.
    • Managed several college and volunteer teams, such as teams working on the data and analytics strategy and a team building the Android version of the app.
    • Created and oversaw the implementation of the product strategy. This involved creating a draft strategy and socializing with the founders and executive team for feedback and refinement.
    • Mocked-up designs for new features and worked with the design team to bring these features to life.
    • Oversaw the development team and managed sprints, backlog pruning, etc.
  • Innovation and Product Manager

    2019 - 2021
    • Set up the innovation services team, including hiring (scaled from three to 25 people), setting strategy using OKRs, managing budgets, and managing the team, including training. Oversaw the innovation funnel, pipeline, and portfolio across the firm.
    • Delivered 100+ design sprints and workshops, identifying £100+ million revenue and cost-saving opportunities in the process. My final project before I left was to design PwC's accelerator offering.
    • Supported 20 products in their journey to MVP and 10 products in scaling beyond this point. Developed multiple business cases with product teams that raised £1 million from the investment committee.
    • Designed 10 innovation workshops spanning the product lifecycle from ideation to market scanning and scaling. Also, developed variations of design sprints that would work for PwC's requirements, such as Strategy Sprints.
    • Coached product managers within PwC's portfolio of products.
    • Built a third-party network, including design agencies, startups to work with, academic specialists to draw on, and clients we could bring into workshops and design sprints to inform and challenge product teams.
    • Conducted ongoing user testing and desk research to inform the development of our services.
  • Product Manager — Digital Transformation Tool

    2018 - 2020
    • Worked with a specialist, cross-functional team to understand the digital transformation market and the client’s needs; raised the investment and developed a tool to enable our clients to learn how emerging technology would impact their business.
    • Led six concept testing sessions with executive directors from FTSE organizations.
    • Created an MVP with an offshore development team using Scrum and then iterated this MVP using customer and user feedback.
    • Rolled off a product that had already been used to facilitate 10+ conversations with £1.5+ million in the sales pipeline.
    • Chaired the biweekly steering committee meetings with the senior partners.
    • Created and tracked the product roadmap and backlog using Jira; prioritized features for sprints.
    • Performed content management responsibilities, including building and maintaining a catalog of 200+ use cases for consultants to take to clients.
    • Created several documents, such as UX guides, user guides, and more.
    • Built target operating models for several industries, and mapped out where different technologies would impact these operating models.
  • Product Manager - Balance

    2016 - 2018
    • Became the first employee to raise funding from PwC's innovation incubator.
    • Designed the product and led a team to roll it out to the 10,000 users across the UK firm.
    • Created and delivered a marketing campaign that included executive board members, webcasts, and a network of "champion" users.
    • Worked with partners to create a marketable B2B SaaS proposition and had meetings with FTSE 100 companies.
    • Made a data-driven decision to wind down and decommission the product.
    • Used quantitative data, e.g., data and analytics to inform the continuous design and development of the product.
    • Used qualitative data to inform the product's continuous design and development through ongoing user research (one-to-one interviews, focus groups, and surveys).
  • Reward Analyst

    2014 - 2016
    • Worked with FTSE 100 organizations to determine all-employee and executive board remuneration and reward structures.
    • Analyzed complex data to inform decisions about reward, including whether or not shares would vest based on company performance.
    • Collaborated with our employment tax team to ensure clients were compliant with relevant laws and regulations in their jurisdictions.
    • Designed long-term incentive plans and bonus policies for FTSE 100 organizations.
    • Drafted the director's remuneration reports for inclusion in the company Annual Reports.

Project History

  • Events Platform for Large Companies | Balance
    Led the design and development of an events platform for large companies, "Balance," rolled out firmwide at PwC.

    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!

  • Starting and Scaling an Innovation Services Team
    Led on the design and development of an innovation services team.

    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.

  • Digital Transformation Tool
    Led the design and development of a tool that would help clients understand how emerging technologies would impact their business.

    Worked with a specialist, cross-functional team to understand the digital transformation market and the client's needs. Then, developed a tool to enable our clients to learn how emerging technology would impact their business. This involved a detailed understanding of multiple technologies, such as DLT, and how these technologies and their use cases might impact various parts of clients' value chain.

    Led concept testing sessions with executive directors from FTSE organizations and developed an MVP with an offshore development team using Scrum.

    When I left, the product was already used to facilitate 10+ conversations with £1.5+ million in the sales pipeline.

  • The Brotherhood Circle — Wellbeing for Men
    Started a business to provide mental and emotional wellbeing services for men.

    I've long been interested and passionate about wellbeing, but realized that there aren't many services that were tailored for men.

    So, I conducted some research and then piloted an approach to providing wellbeing services for men. The first service that I trialed was a talking group, where I facilitated a group discussion around a different topic each week for six weeks, during one 90 minute session a week.

    I used feedback to tailor the offering and now have a defined 6-week process that I'm looking to scale. I am now about to lead my 3rd cohort of the talking groups.


  • Bachelor's Degree in English
    2011 - 2014
    University of Nottingham - Nottingham, United Kingdom


  • Business Analytics Nanodegree
  • Associate Chartered Accountant
    JULY 2017 - PRESENT
    Institute of Chartered Accountants in England and Wales

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