CloudApproach + Approachables
Connect the offer to the work of delivering it.
Find
Understand a customer and the problem worth paying for.
Shape
Build a clear offer around services and practical tools.
Deliver
Connect marketing, customer relationships and a team.
Learn
Use customer experience to guide product choices.
Product scope has to fit the people, time and operating work available to deliver it. Those constraints belong in the decision.
Illustrated from this case study. Examples are synthetic and contain no customer data.
The short version
The full story
Before working in AI product, I learned how to build a business around paying customers. Those years still shape how I think about scope, delivery and the value a product needs to create.
Approachables · 2019–2022
I founded Approachables in June 2019. It began through the University of Central Lancashire’s Propeller Hub and developed into a marketing agency. I worked on finding customers, shaping the offer, building a team and delivering the work.
The company was sold in 2022.
CloudApproach · 2022–2024
I co-founded CloudApproach in January 2022. The business combined marketing services with a CRM for real estate, connecting customer acquisition to the workflows teams used to manage relationships and opportunities.
That extended the challenge from delivering a service to building repeatable tools around it. CloudApproach was sold in 2024.
What I learned
Customer acquisition and product work are connected. A feature has to fit an offer someone understands, a price that makes sense and a delivery process the team can sustain.
Hiring and prioritization are connected too. The team you build determines what you can promise. I learned to weigh an idea against the people, time and operating work needed to deliver it.
What I carry forward
I bring that business perspective to AI product decisions. I want to understand who the product helps, why they would choose it, what it costs to operate and how the team will know it is useful.