Driving technology strategy and digital innovation at enablis. Leading the development of transformative solutions for clients, with a focus on AI adoption, technology excellence, and sustainable growth. Building high-performing teams and deepening client partnerships to deliver exceptional business outcomes through technology-enabled transformation.

Founder at Vintaga, bringing the world of whisky cask investment and technology together to provider some killer services for investors.

As the Chief Technology Officer at hedgehog lab, I have been instrumental in driving the company's evolution and technological innovation. As a leadership team, we led the strategic acquisition of Netsells, successfully integrating their expertise to expand our service offerings. Navigating the business through a re-funding round with the invaluable support of our leadership team and BGF, we refined our offerings to better meet the evolving needs of our clients.I redefined our technology team structure, implementing promotions and restructuring initiatives that cultivated a more lean, senior, and effective team. This transformation not only enhanced our operational efficiency but also empowered our team members to excel in their roles. Serving as a member of the board, I collaborated closely with leadership to develop and implement technology strategies that gave the business strong foundations for growth.I'm grateful to have worked with some truly fantastic customers, delivering solutions that have a meaningful impact on their businesses. A strong proponent of the transformative power of AI, I introduced AI provisions, acceptable usage guidance, and policies to harness its potential responsibly.

Following the deal being announced for Accenture’s purchase of Infinity Works in March 2019, we restructured our leadership team to best suit both the integration and the new context we operated within. Since that date, myself and the leadership team have led the business through a period of huge change as we aligned with Accenture, whilst also delivering yet another year of significant revenue and headcount growth. Not without its challenges, I’ve personally played a central role in evolving the business into its current position, a journey that’s seen me tested in several scenarios and one which I’ve taken many lessons from. Leading a team now of 650+ consultants across 40+ customers, Infinity Works has become a significant player in the market and brand our clients love.

As our regional board structure evolved into more distinct roles, I returned from Edinburgh to the position of Director of Technology. A broad role responsible not only for our people, but for our delivery commitments to our clients in what was and is today our largest region with over 200 employees. This proved to be a pivotal time for Infinity Works. During this tenure, the acquisition process was undertaken, a process I played a key part in. I was selected by our founders to work with our senior leadership and represent the business in what was a highly confidential process.

Returning to Leeds to support my growing family. The role had a diverse remit to tackle some of the key challenges facing the business across our platforms and the security of Infinity Works and it's clients.

Bringing to Edinburgh, the culture and ways of working that have made Infinity Works so successful and such a great place to work in Leeds, London & Manchester. My role as Head of Practice was to build a talented senior team in what was a completely new region for us. Working with them to establish the solid foundations for a successful and sustainable business in the fantastic city of Edinburgh. This role allowed me to take on more responsibility, from the initial proposal and board approval through to building successful client revenues and great teams. This was a challenge I’d set myself to broaden my own skills and experiences as a leader. Today - we’ve a fantastic set of leaders now in this region and have seen it grow from nothing to a team of over 70 people strong.

A demanding and varied role, one I treasured. Hands-on with our customers, solving complex problems and delivering great products that excite. Learning new skills, proving out the latest technical concepts and helping others improve their teams and processes. Above and beyond that, the opportunity to contribute to the business outside the client isn’t one I passed up. Work varied from helping businesses re-platform their services as clients look to make use of the latest technology to improving their ability to deliver and compete in an ever changing technology landscape.

A natural step following my progression through Infinity Works, one I was very proud to take. Being a member of the Leeds board was a great opportunity for me to expand upon my non-technical skills and help grow Infinity works into the fantastic company it is today. Part of a regional board, I was responsible for the running of the business in Leeds, inclusive of all aspects from culture to the bottom line. It was a great chance for me to contribute back to Infinity and help shape the future of the business. Whilst in-post, we saw revenue growth of 30% YoY.

With such significant growth and aspirations to become a more agile digital delivery business, the time came to take a more strategic approach to our future platforms. I setup a new , dedicated team, assembled to to re-imagine how we managed our technical assets and what we could achieve with our own private cloud within the business. Some of the many highlights:- Ground up rebuild of the management toolset to enable improved efficiency, reduced human error and reduced resource overhead of dealing with large multi-site deployments- Implementation of new command & control deployment to facilitate mass control of systems instantaneously primarily driven by our CI/CD pipelines- Implementation of build validation through utilization of chef-handlers and minitest to verify the state of our servers with over 500+ checks on each and every change.- Integration of monitoring systems into our configuration management system to allow for dynamically built monitoring systems, considerably reducing resource overhead.- Implementation of a robust PCI DSS 3.0 certification and build validation wrapper that runs every time a change is made to ensure standards compliance- Implementation of software release style CI/CD pipelines for infrastructure changesMassive reduction in failover time for DR services, a result of the toolset rebuild- Implementation of automated patching routines to reduce resource overheads incurred working within a PCI environmentAbove and beyond that, the team helped contribute to the engineering culture at SB&G and helped establish some of the cornerstone patterns still used in their systems today.

Six months on, I took a permanent role as lead of our operational team, responsible for the operating of all SkyBet’s online platforms. Few businesses have grown as fast as SkyBet did in this period, proving to be one of the key challenges of the role, alongside the peaky nature of our traffic around sporting events. This significant growth provided some fascinating constraints and brilliant problem solving. A fantastic learning environment for myself and one that played my own personal development goals.

I started at Sky Betting & Gaming during what was an incredibly exciting period of growth for the business. There were some issues that needed resolving as the platform struggled to adapt to the rapidly growing business demands. Initially, I took the engineering role as a contractor to support my own personal relocation back to Leeds from Sheffield.

Responsible for the technology platforms that underpinned the learndirect online systems. I led a team of eleven engineers tasked with running and evolving the platform whilst simultaneously delivering a major consolidation project and migration to enterprise virtualisation through at the time early hypervisor implementations. A project devised by myself which won the support of my director at the time.This allowed us to reduce datacentre footprint by well over 50% and significantly reduce the operating costs. The project was a success and drove wider improvements as the infrastructure team became a private cloud resource to other projects and initiatives, though immature by todays standards, it provided value to the business as the billing model setup allowed the digital platforms to break free of the project funding model of the time. This brought numerous advantages including improvements to the sustainability of the platform and reduced lead time for new projects.

Working as a member the Technical Operations Team at Ufi Ltd. My responsibility was that of the web services Ufi provide to its users. Ensuring they remain stable and performant at all times. Our team in-sourced the management of our services from a third part incumbent.Subsequent to doing so, we saw overall system availability rise to 99.98% up from 96.0%, this whilst we more than doubled the number of digital services in production.

Supporting the ASP web application which underpinned, at the time, the world’s largest online learning platform. The scope of role soon broadened to meet the growing requirement of Ufi to host enterprise level web applications across a number of distinct services.

Learning my craft, I supported a small company which at the time competed in the Programme/Project management space with the likes of Microsoft. Managing both the internal network / provision of staff needs and also the management of a customer’s deployment, a promotion from the assistant role by primary objective was continued operation of the core IT systems and handling the integration of an acquisition into our platform.

Worked in a Systems Administration team. Responsibilities were varied as you'd expect in a small company but the primary focus was on day to day management of the technical estate.