Led multiple teams integrating new team members to implement stream aligned teams on the Team Topologies model to increase productivity and strengthen ownership. More than doubled output by fixing continuous integration pipeline, getting tests to pass at 100% for the first time in months and resolving internal and cross team conflicts and improving team communication and collaboration. Developed security vulnerability management policy for Cyber Technology.

Reassembled existing dysfunctional teams and hired new personnel to form a new completely effective team. Developed plans for boosting people's performance, including increasing inspiration and achievement. Delivered numerous vital features, including the big one that was desired by clients for five years as well as previously not possible. Demonstrate leadership skills by connecting individuals from diverse backgrounds and fostering collaborative and productive team culture across Product and Engineering.• Attained over 50% year-on-year growth and reduction in unsubscribe rates by driving business development and delivering major features to satisfy customer needs.• Successfully doubled team size and increased output by creating efficient and productive work environment.• Achieved Employee of the Week award and 25% pay increment by recognizing exceptional performance.

Expanded newly formed team to facilitate National Grid's transition to unified web and mobile platform on Azure and React Native, leading to exceptional feedback from stakeholders. Led team to adopt agile methodologies and supported development of team members' skills during time of rapid change. Established culture of high quality and on-time delivery, leading to reduce cost and software for meeting customers' requirements.• Successfully led recruitment efforts as National Grid regained control of IT while ensuring team acquired necessary resources to continue delivering successful projects.• Managed and delivered major projects valued in millions on time by utilising blended teams of internal staff, contractors, and outsourced staff.

Recruited full technical team consisting of BA, QA, UX, DevOps, IT support, Java, and mobile developers in Birmingham. Coordinated new starters to facilitate smooth transition from contract team based in London to new permanent team in Birmingham. Transformed communication within company, leading to significant change in direction towards outsourcing engineering and management. • Improved communication within and outside engineering function to increase quality of work from requirements to final output• Conducted security audit and created comprehensive risk register to significantly reduce Luxon's exposure.• Implemented program to transfer knowledge from existing contract team based in London.

Introduced processes and optimised morale of core team with focus on measurable improvement of performance. Consistently improved quality to increase team productivity sustainably. Identified scope to advance processing of customer service requests and implemented changes, while saving thousands of pounds per month and increasing closure of items within SLA threefold. Introduced regular grooming of user stories to reduce risk and enhance visibility of upcoming work. Led team in adoption of world-class quality techniques, including Test Driven Development (TDD), Behaviour Driven Development (BDD), peer programming, and code reviews.• Mentored Scrum Masters, senior software architects, and Quality Managers for improving technical and leadership skills as well as enabling expertise to take challenges successfully.• Reduced customer issues after each release from dozens to between zero and two for optimizing overall customer satisfaction rate.• Integrated Bulgarian team members from partners to create well-integrated team producing high-quality results to i-nexus standard.• Increased Engineering output repeatedly, including 100% increase in most recent year.• Introduced new tools and processes to allow for augmenting output in reliable way.• Left team in place for enabling to grow without need for continued oversight.• Delivered 100% more output while growing team size by 50% in last year.• Led distributed Scrum team with members in Coventry and Sofia.• Introduced UX approach to ensure better customer outcomes.

Managing two development teams (each including architects, senior developers, graduate developers, and QAs) engineering the core i-nexus product. Scrum Master for one and providing mentoring and support for the new Scrum Master of the other. Allowing rapid scaling of the department due to the significant increase in demand for i-nexus's SaaS product now working with professionals at our leading outsourcing partner in Bulgaria as well as the dedicated core staff in our Coventry HQ.

Working as a Project Manager and Project Engineer in multi disciplinary engineering teams with an emphasis on software development producing highly available, complex sortation systems. Working with the Head of Software Development to implement changes to the structure and processes of the department making it more efficient and effective whilst scaling rapidly to meet the needs of it expanding number of clients.

Managed a team, (including senior architect, QA and developers) engineering the core i-nexus product, acting as both their Scrum Master and line manager. Identified scope to improve the processing of customer service requests, saving thousands of pounds per month; speeding up completion and increasing those items closed within their SLA threefold. Introduced regular reviews and estimation of upcoming work: reducing risk, increasing visibility and helping drive up time spent delivering benefits to the customer. Led team in adoption of world class quality techniques including Test Driven Development (TDD), peer programming and code reviews. Mentored team, building a more flexible team orientated approach to working.

Lead a team of eight in a major project to upgrade, restructure and migrate twin data centres containing more than a billion rows of data and develop an all new cutting edge front end. Project required new servers in different countries with new RDBMS, as well as significant change in data structure and associated front end application. Used Agile methodology throughout project to enable a fully flexible approach. Managed a team of four that consisted of both permanent and contract staff in developing an application to revolutionise the way that Millward Brown operates globally. This has significantly driven down costs internationally and better met client needs through improved timescales and availability. Graded as a High Performer in most recent appraisal, (June 2011) and described as my best manager by several team members.

Helped move the company from loss to profit, and to achieve its highest grossing year ever, at that time. Pioneered the move to new technologies, (from ASP and Coldfusion to ASP.NET C#), including mentoring other staff and establishing internal standards. Overall responsibility for all internally developed software, which included leading design and development. Worked directly with a range of clients to ensure that their timescales were met on budget, and the quality was to the required standard.

Improved process for quality assurance and testing, contributing to a ten million pound rise in profitability for the business unit. Mentored staff at a range of levels of experience. Responsible for producing detailed program specifications for other programmers. Designed, implemented and tested a core system.

Responsible for the development of a strategic system for a major utility. Ensured timely delivery of a product exactly meeting customer requirements. Lead design, development and testing.