• Managed up to 3 cross-functional development teams using the servant leadership model.• A key member of the team that developed the concept of cross-functional product teams within Shell Energy.• Owned some of the most critical products within the company.• Used data to prioritise changes with the highest value• Close collaboration with Product Owner and Stakeholders• Produced roadmap• Helped guide team to develop highly scalable architectural solutions using microservices deployed in Docker containers on Kubernetes on AWS.• Champion for the message of ‘ownership’ - ‘if you build it you own it’.• Team rapidly responded to live issues in any of their products• Paid off large amounts of tech debt whilst still delivering substantial value.• Stability improvement from an average of 1 failure per day to less than 1 per month.• Encouraged personal growth by creating an environment of collaboration and trust.• Used Coaching & Mentoring approach to develop the engineers• Instilled a mindset of Continuous Improvement• 12 promotions for my team members in the last few years, including 5 to managerial level.• Ran training courses for every developer in the department.• Managed remote teams for over 9 years• Responsible for line management - performing formal reviews and conducting regular team meetings.• Conducted numerous interviews and recruited many key staff over many years

Developed Agilely using Scrum, TDD, pairing, continuous team improvementContinuous integration supplied by Maven, Jenkins, and Sonar.Continuous delivery was supplied by the use of Puppet and Liquibase.

Develop enterprise systems, using Java, Java EE, and XML technologies. All work was delivered using Agile practices and processes including TDD and Continuous Improvement.

Managed several projects to successfully hit high-pressured release schedules. Managed teams of up to 12 people on 7 applications, simultaneously.Responsible for line management - conducting interviews, performing formal reviews and conducting regular team meetings.