A-01 · Subject
Engineering the platforms on which the future is built.
I build technology organisations that can turn a strong idea into a dependable product and a durable platform.
Specification
| Ref. | Measure | Value | Note |
|---|---|---|---|
| S-01 | Users on the platform | 40 M | Across web, mobile and partner APIs |
| S-02 | Release frequency | 6× | With fewer production incidents |
| S-03 | Engineers led | 1,200 | In five global engineering hubs |
| S-04 | Patents granted | 23 | In payments and applied AI |
Modules of expertise
Career elevation
Stage 04 · 2020 — Present
Aldermoor Group
Leading technology strategy, platform direction and engineering capability.
Stage 03 · 2016 — 2020
Fairhaven Holdings
Built engineering teams and delivery practices across product and platform work.
Stage 02 · 2013 — 2018
Lumen Payments
Rebuilt the payments platform for real-time scale and grew the engineering organisation from 80 to 600.
Stage 01 · 2007 — 2013
Kestrel Systems
Designed distributed systems used by national exchanges, and learned that reliability is a product feature.
Detail drawings
01Detail
A successful product was reaching the limits of its original platform. I worked with product and engineering leaders to identify the constraints that mattered most to customers, establish service boundaries and sequence migration without forcing a single high-risk cutover. The roadmap connected technical investment with the product capabilities it would unlock.
02Detail
Engineering growth had introduced inconsistent delivery practices and unclear ownership. We clarified team missions, invested in shared development infrastructure and made reliability part of the product conversation. Technical leaders gained a common framework for decisions while teams retained the autonomy to solve problems within their areas of responsibility.
03Detail
The organisation had many promising experiments but no consistent route from prototype to supported product. I introduced review points that considered user value, operational readiness, security and long-term ownership. The process helped teams distinguish an interesting demonstration from a capability the business could responsibly depend on.
Board record
Non-Executive Director
Technology & Innovation (Chair)
2023 — Present
Technical Steering Committee
AI Safety Working Group
2021 — Present
Peer review
Builds platforms the business can bet on, and engineering teams people want to join.
Brought rigour and humanity to our AI decisions in equal measure.
Working notes
A technical decision creates possibilities and constraints for the teams that follow.
Read the essayReliability work competes poorly when it is presented only as engineering housekeeping.
Read the essayAdding teams changes coordination costs before it changes output.
Read the essayAn invitation
For board, advisory and leadership conversations where technology strategy matters.
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