This was the era when broadcast and the internet were still figuring each other out. ITV had a massive linear audience, a brand-new on-demand product (ITV Player, then-young), and a business model that couldn't move as fast as the technology was. The product question wasn't "build streaming" — it was "what does product even mean inside a broadcaster?"
I came in as a senior product consultant. We worked on the catch-up product, the second-screen experiences for major shows, and the operational tooling the digital team needed to ship without going through three different broadcast committees. A lot of it was patient work — bringing modern product practices into a culture that ran on programming schedules, not sprint cycles.
The on-demand product matured. The digital team got a better operating cadence. And I left with a deep respect for the people who run broadcast technology — the constraints are real, and they make you a sharper product person if you're willing to learn them. It set me up for the live-events work at Live Nation.