As part of the senior leadership team at tiko, I lead a team of over 50 engineers in Zurich, Milan and offshore, building and operating our IoT platform, VPP and EMS solutions.My responsibilities include:Technology, platform and product strategyGovernance, architecture and cybersecurity-by-design of tiko’s platform, digital workplace and business support applicationsBuilding partnerships from initial sales engagements to operationDevelopment, deployment and operation of our mobile and web apps, our back-end cloud infrastructure, data pipelines, data science, devOps in AWSDevelopment and manufacturing operations of our hardware devicesBudget management, project management and investment in the growth of our peopletiko's solutions for solar, electric heating, heatpumps, batteries and e-mobility are scaling up to support the European electricity grid. With more than 160MW of assets so far connected, scaling up to 1GW or beyond, tiko processes over 7TB of IoT data a month, providing flexibility services to the grids of multiple European countries, directly and together with utility partners. Our solutions also help our end customers make significant energy and CO2 savings planned to scale up to hundreds of thousands of tons of avoided emissions per year.

Part of the senior team of this leading UK smart home and IoT business, I had responsibility for new product development (hardware & software), product management, R&D, QA, platform security and availability and customer support, scaling the platform to over 125’000 connected devices.The role has also included engagement with standards committees and extensive speaking engagements at conferences.

I led the MicroMonitor microchip business within Sentec. Our chips, targeting smart home and IoT markets, condense Sentec’s expertise in energy metrology, control and radio communications onto silicon. My role included leading the technical development of silicon chip products, development kits and gateways with embedded TCP/IP stacks; and managing the support of clients into manufacture, together with product roadmap, P&L responsibility for the business, business planning & forecasting, sales & marketing.

A strategic role aimed at maximising Sentec's value and reach, building partnerships in the smart grid, smart buildings and smart cities markets, with a focus on utilities.I was actively involved in developing the GridKey electricity substation monitoring business. I also agreed a partnership with a tier 1 silicon vendor to license patented current sensing technology and firmware, and led a project to deliver a secure metering gateway for a large German utility.

I led the Aquiba business line - a JV developing smart, solid-state water meters:I had P&L responsibility for the Aquiba business within Sentec, serve on the executive team and report to the board.I led the technical team developing the meter, including the patented low-power sensor technology (working with physicists and chemists on improvements to the core sensor technology), electronics, embedded operating system, applications, ZigBee SEP 1.1 radio with elliptic curve cryptography, drivers, desktop and web analytics tools, partner integrations and manufacturing systems. QA including unit tests and CI was a key focus.I had complete responsibility for both the business and product development of the smart water meter product line including the value proposition, the overall business model, cost model and pricing, market strategy, project and line management and launch of the proposition.

I was responsible for the initiation and end-to-end development of a next-generation cloud-deployed education scheduling, reporting and analytics platform, from concept to launch. I developed the business case, value proposition, design, market strategy, pricing and messaging, and led the software development and QA team in researching and designing the AI scheduling algorithm, defining the technical architecture, developing the platform using C# and MSSQL, and optimising the performance of the solution.I championed and led significant process changes – the use of Scrum, a Pragmatic Marketing style product process, more formal business cases and a portfolio investment approach. With marketing, I built momentum for the platform, preparing collateral and RFPs, engaging in sales meetings, running events and speaking at conferences.

I had budgetary responsibility for, and line managed the team of product managers responsible for managing the development of a set of cloud and mobile education software products with user numbers in the 100,000s.I was responsible for market engagement, roadmap and market communication including social media engagement, engagement with strategic partners and conference presentations.

I worked with senior executives on business cases and strategic partnerships in this Fortune 500 telecoms and utility billing software business.I led development teams and actively participated in designing the architecture of highly scalable (e.g. 75 billion new records per month), high availability (99.999% uptime) telco and utility billing products through the full product lifecycle from specification to release across several cycles.I helped start and manage strategic partnerships – this involved contract negotiations, developing a shared marketing and technical strategy, defining support and service management arrangements and collaborating in pre-sales activity, including preparing and presenting bids, analyst briefings and demos.I negotiated and agreed with strategic customers on the technical content of very large ($100 million) sponsored product development projects.

I was responsible for a new process to integrate more urgent customer requirements into a longer cycle of product development.I captured customer requirements and managed stakeholders including pre-sales, professional services, senior executives. I managed teams of business analysts and technical architects.

As head of one of three development groups responsible for a complete tier 1 telecoms billing suite on Linux/Unix, I was responsible for the full line management (including training development and appraisals), project management (including all resource allocation planning) and technical leadership of teams of systems analysts and C, Java, PL/SQL on Oracle & Delphi developers in Cambridge, Bristol & Chennai, growing rapidly (through recruitment I managed) to a total of 23 staff, working on Telco financial systems, including BACS and BIDS banking interfaces and global realtime tax calculations.As the teams grew rapidly, I was involved in substantial coaching of green team leads.I was also a key participant in the management committee responsible for the overall project and process management of the whole software development organisation.I was subsequently line-manager and project manager to several teams of developers and an integrated QA team totalling up to 40 staff in Cambridge, Bristol, Cincinnati, Chicago, Orlando & Hyderabad.This included migration of an entire software development organisation from Bristol to Cambridge mid-release cycle (despite which, we delivered on time).

My duties included line management, project management and technical leadership of a team of of 4 software engineers delivering reports on Oracle and Unix.

Joining this young telecoms start-up, I was part of a team responsible for 70 highly complex reports using Crystal and PL/SQL on Oracle and Unix