In this role, I lead the design organization dedicated to crafting and delivering on the needs of the Enterprise customer. This includes elements of strategy, building the mission and designing organization for the team to be able to succeed at such a broad remit. As part of the platform area, the responsibilities span across all Atlassian products with a heavy focus on the way in which those products are used by large customers. This means being responsible for quite mature software products (in Atlassian's on premises range) and the emerging Enterprise Platform based on our Cloud architecture. The people challenges are broad with staff in all corners of the globe - Australia, USA, Europe and India. Managing teams in multiple timezones is always a challenge, but during 2020/21 the challenge has been amplified by pandemics, politics and the work from home reality.

The Pocket and Planet Advisory Council assists the Gateway Bank Board and Management Team in the development and implementation of its purpose: to help members save both money and the planet. It shouldn’t cost the earth to save the earth.

To succeed at the remit of Client Experience, I have painstakingly created a deliberately diverse department filled with wildly different and highly driven individuals. This required building a work culture that was atypical to the parent organization, and adopting a leadership style that would attract and retain the very best people. My remit is broad - generalists and not bankers are required. I explore the world of the client to find the innovation in the opportunities in the future, and then concretely shape new products to meet the client needs in those spaces. My process starts with the necessary client research & analytics, and then I lead the engagement in Strategic Design, a process based on the principles and methods of Design Thinking that allows to actively explore what we might do to meet client needs. This is where I generally bring in partners and externals from the start-up world to get the outside-in perspective. I have built a strong internal design capability that prototypes and visualizes the ideas that we've had for our clients, and then a very advanced UX lab to test those prototypes with our client.My handover is to the delivery & coding organizations - specifying and working with Agile product owners and over-arching client journey owners to ensure that the client's view remains dominant all the way to the code.

This cross-platform remit that was spread across three geographical locations and staffed with quite a large (75+) young group of people. We owned multiple pieces of software and our task was to merge them into a consistent single platform for sales & trading. When I took over the merged team, we also had the standard cross-cultural differences and communication problems seriously impeding progress. I spent the first few months focusing on creating the right work culture and instilling a vision and purpose in the team, and building trust with the wider organization. My goal was to empower and motivate the individual coders, and to put in place a persistent model of expertise development that then grouped together into project delivery teams as needed.This allowed the (now self-managing) distributed teams to drive the design, direction and development of the software platforms we collectively owned themselves. The younger team members responded particularly well to a distributed leadership model that gave them the sense of ownership and progression they were looking for. The result was a much-loved trading platform which won many internal accolades and awards, and was beautiful to look at, as well as being elegant and robust architecturally.

The regulatory landscape in 2015 was an avalanche of overlapping and newly introduced controls & requirements. Looking at the current business model, I saw that we would simply not survive without a novel approach. I was able to propose a combination of architectural and information and product modelling that brought standardization and clarity to disconnected regulatory concerns. We then managed them into a single system and data model that meant we could roll-out new regulatory concerns very quickly to the sales teams.The regulatory concerns in large banks are stakeholder-heavy and governance-heavy, and so It was a very interesting stretch of stakeholder management for me personally, as much as it was a topic of data and architecture. I built a team of developers, analysts and stakeholder managers to meet the task over the course of about 9 months.

In 2010, Credit Suisse got me to switch from their competitor because they had an elegant problem that I was intrigued to solve. They had a very profitable and safe financial product that they simply could not seem to sell, and they didn't know why. What I did was take an outsiders perspective on the product and the software that was used to sell and promote it, and find an innovative way to simplify, explain and describe the product in order to meet both client & business objectives.The result of this approach was a trading platform that won the Banking Technology Magazine award for 'Internet Application of the Year' in 2014. The years between 2011 and 2014 were spent extrapolating the same approach both architecturally and across silos of the organization to create a banking platform that was client-centric and an elegant, robust piece of technology.

Co-owner and everything that entails of the Bar Le National "The Nash" in Saint-Jean d'Alps. A different kind of job, with a lot of different problems to solve. Everything from cleaning floors to creating loyalty systems, along with menu and website design, vendor negotiations, hiring, firing and becoming a member of the local business associations. A very challenging and very different kind of employment, and I loved it.

Taking an entrepreneurial turn as the originator and builder of an online travel platform. Business Concept, coding and marketing for our web-based accommodation re-seller presence, and managing all our stakeholders, service providers and relationships. Focusing on bringing Search Engine optimisation and data management to produce better results for the customers and our chalet operators. Solving the client problem of trying to connect to quality accommodation and holiday providers (usually single chalet businesses) with their prospective clients in an era when online travel client behaviour was changing faster than the holiday operators could keep up with.

A series of small risk-related applications in close collaboration with the business teams.

In 2006, RBS decided that creating consistency, standardizing interfaces and raising quality of software early in the process was a high priority. To do this, they created a central team to analyse requirements, propose solutions & prototype the product. I was sought out and brought back to RBS for a central role in this team.

Being first in market with online banking meant that RBS had to put together a small, fast-moving team quickly to develop something before the competition did. I joined this team from London, and lead the UI/UX stream for the application developed in Microsoft-stack technologies. The banking application launched on time and with great adoption, and I stayed on to continue to lead the team and develop further iterations of the software (largely driven by RBS's aggressive acquisition schedule over this period) for many years.