As a digital transformation consultant and interim, I help organisations large and small navigate a variety of fast-changing conditions — from transformations through mergers to building high-growth start-ups and making business turnarounds happen. I specialise in changing and expanding product strategy, creating a delivery infrastructure across suppliers and permanent teams which flexes with outcomes. I start with building a functioning senior leadership team, shaping technology to optimise processes, more clearly defining their product offerings, and streamlining organisations by focusing on delivery to their end-users and constituents.As a hands-on Tech Lead, I am proficient in Kotlin, Java and (increasingly) Typescript. I build teams focused on customer-facing outcomes and creating value, and my leadership style is strongly influenced by Lean and XP (agile) approaches. I have worked and coached people of all levels of experience and proficiency to create functioning, productive teams.Very proud of providing hands-on technical leadership, organisational and cultural transformation, and agile enablement in a variety of companies, including Kaluza, Awaze, Siroop, KiwiPower, Springer Nature, Caplin Systems, Bank of America, UBS, and Anoigma Medical.

Pesky Fish enables fishermen to sell their catch to any buyer in the UK. By making the catch accessible to a network of buyers beyond the traditional local merchants, it creates fairer prices to the fishermen and improves the availability and quality to the consumers throughout the supply chain. I joined as CTO, and quickly took on CPO responsibilities, leading the organisation’s pivot from running physical ports to becoming a product-led company with separate a DIrect-to-Consumer product and a new B2B Marketplace product.Key achievements:- Identified the opportunity to unlock the underlying value within the company by separating Pesky’s offering into two distinct businesses - one directed at Direct-to-Consumer sales of prime day boat catch, and a separate “first-sale” Marketplace to commercial buyers. - Achieved Board approval for pivoting and restructuring the business to being product-led, away from physical operation of ports- Changed the company culture from incremental feature development to working to a Product Roadmap aligned with the company’s strategic objectives- Led the Product Management of the B2B Marketplace product- Transitioned the B2B Marketplace to a modern javascript-based web stack (node, react, typescript, AWS)- Increased the Technology team’s capabilities through strategic hires and establishing Ways of Working based the principles of agile/lean processes and outcome-based delivery- Provided guidance and direction for the D2C business move from a collection of no-code software solutions to standard e-commerce platform (WooCommerce), allowing it to focus on its core value-add of supply acquisition- Informally stepped into COO role and key advisor to the CEO to enable the business model pivot

Testing for All is a not-for-profit on a mission to enable large scale testing of SARS-CoV-2 and related COVID-19 disease. I led the technology effort to deliver a provisioning supply chain and to facilitate testing with labs and other providers as new protocols becomes available and reliable.Key achievements:- In less than 3 months, I became a key member of the executive team, helping to build the company with annualised £5m revenue;- I built the Product and Operations functions, integrating together external supply chains and creating the end to end company’s infrastructure and procedures for building the testing kits, shipping and fulfillment of orders, and securely ingesting and releasing of test results from our partner labs, all underpinned by KPIs and success measures;- I led the development of our internal software to track and report medical test results and interact with customers, delivering the offer and the results in easy to engage with language;- In particular, I shaped and ensured compliance with privacy and GDPR requirements on the returns and publishing of test results to people who have been tested, ensuring escalation routes to PHE and NHS;- Directly attributable to my actions, we have achieved a CE Marking and are well on our way to being ISO-13485 certified.

I joined Kiwi Power to create the Product Management capability and team behind it. As part of the senior management team, I was involved in the re-structuring of the organisation and introduced a data-centric, customer-focused approach to decision-making and prioritisation.Key achievements:- I established the Product Management capability and built the team, shaping roles and responsibilities and the place of the team in the organisational framework; - I instigated the organisational transition from being a sales-led, partner-based company to a product-led, customer-focused one.

I introduced modern, agile processes, allowing a traditional bank (RBS) to enter the disruptors space whilst maintaining regulatory compliance and increasing the security and quality of the bank’s data and technology.Key achievements:- I was accountable for creating a working culture and team values, with quality of our software and the operational robustness for our running systems as the key value;- I led a change in focus for the entire organisation to an “always live” mentality and approach to prioritisation, definition of done, and quality assurance;- I led the team as we prepared our platform for release to the public; - I led the creation of robust approval process for development and release into the Apple and Google app stores;- Under my leadership we successfully passed our first security audit, then embedded the governance by ongoing external security monitoring (white hat hacking);- I embedded data driven culture by establishing and and monitoring our operational metrics.

I brought leadership and stability to a key department (digital marketplace) that had not had consistency at the top for 3 years, and was struggling with the legacy issues from a monolithic marketplace application that was prohibiting change and growth. Key achievements: - I led the establishment of new ways of working within the department, particularly increasing agility and responsibility for results within the tech and product functions;- Working with an incumbent consultancy, I collaboratively determined the new architectural direction of the platform’s next generation;- Lastly, I helped to recruit and onboared my permanent replacement, leaving the company with sustainable way to grow and improve.

I stepped into the role to define and lead a long delayed migration project of its flagship product to Cloud-based infrastructure, for the organisation's largest digital presence and essential for the publisher's success. Key achievements:- I led a combined programme of 6 different teams in 3 countries and 5 locations to the successful delivery in under a year;- To leave a lasting legacy, I defined a programme of future work to update the technology from being focused on separate products, to a unified content-delivery platform;- My leadership and embedding agile mindset resulted in energising a development capability into a delivery focused group, rooted in business values;- I left behind a culture of starting with 'how technology adds value' in a product-focused world.

I led the merger of 2 distinctively different companies and cultures (Springer and Nature).Key achievements:- I led the merging of technology departments (people and processes) between two mature organsations into a singular streamlined, efficient ways of working that blended Springer's historical operational efficiency with the Nature's adaptive and targetted product-led approach;- I built delivery model which balanced effective mix of contractors and permanent staff to set up a delivery infrastructure;- I influenced the approach across the senior team, which resulted in and successfully cultivated the focus on synergies and finding the best fit for people, which was pivotal to landing a difficult transformation with minimum distruption to delivery, and left a legacy of culture the company is benefiting from till today;- My work was pivotal in creating a world wide recognised brand in the academia world and beyond.

As part of the IT Strategy & Enterprise Architecture team, my primary focus was the development of an Agile SDLC for use throughout the organisation. I achieved this via:- Developed Architecture Development Process (ADP) to help application teams proactively address all relevant architectural concerns at an appropriate time in the development lifecycle.- Provided architectural (technical and enterprise) support to the Fixed Income IT, and served as their advocate in internal IT Strategy discussions- Direct involvement with the RACE transformation programme modernise Fixed Income IT technologies and processes. to identify, adopt, and address the needs and concerns between application development and enterprise architecture

I led the programme for the Transactions team within the Connected Services Division. This team had functional and delivery responsibilities across three of Microsoft's main products - Windows, .Net programming model and BizTalk. My chief accomplishments include developing the team's roadmap through 2010, and, with two others, designing Microsoft's solution for the WS-Coordination and WS-Business Activity specifications.