Rolled out Generative AI solutions in customer care: Architected five features in the customer care domain. This initiative improved customer satisfaction scores by 12% and reduced average call handling time by 20%. The implementation of GenAI in the customer care function of the business, we are forecasted to save £2.5m of Opex in 2025.Established robust data governance framework: Introduced data observability, lineage, and quality checks, reducing operational expenditure by £80k annually through decommissioning redundant datasets. Implemented a data governance tool that empowered a new data stewardship model, enhancing accountability and data-driven decision-making across the business.Led enterprise OSS architecture transformation: Contributed to migrating enterprise OSS architecture to ServiceNow, incorporating large datasets aligned with TM Forum standards for network asset management. This transformation increased operational efficiency and improved data integrity for mission-critical processes principally through a newly launched CMDB. Modernised data architecture: Streamlined data transformation processes to occur only at the L0 to L1 stage of the data warehouse. Also introduced event-driven architecture (Kafka) and adopted orchestration with Airflow and DBT, resulting in faster data processing times and more agile data workflows. These improvements led to overnight batch processing dropping by 4 hours, a 15% reduction in AWS infrastructure costs and enhanced system scalability.Developed forward-looking data strategy: Aligned data initiatives with strategic business objectives, preparing the company for AI-driven innovation.Tools used: AWS; Amazon Redshift, Sage Maker, Kinesis etc. Open Metadata (data lineage and governance). Matillion (ELT Pipelines). Apache Airflow and Dbt (orchestration), Kafka (streaming), Tableau (Business Intelligence), Amazon Bedrock (Anthropic claude (LLM)), AWF Fargate (CI/CD).

Jurassic Fibre merged with Swish Fibre, Giganet and All Points Fibre. Data Architecture Integration: Successfully merged three distinct data architectures into a cohesive reporting environment, facilitating the integration of separate businesses. Consumed a wide range of systems including very complex datasets such as NetSuite, Dynamics 365, Oracle.Data Mesh Approach: Initiated a data mesh strategy, creating decentralised domains for simplified data product development, significantly reducing complexity.Stakeholder Engagement: Formed a data steward environment to promote data governance and accountability across the organisation.Data Products: Established data products backed by data contracts to automate regulatory reporting to OFCOM on quarterly basis.

Jurassic Fibre is an alt-net based in the South West of the UK. Formed in 2019 after raising £250m to create an end-to-end network to bring superfast broadband to Devon, Dorset, Somerset and Cornwall. In February 2023 it was announced that Jurassic Fibre would merge with three sister companies to form a national entity (called All Points Fibre and Cuckoo). I was approached to become director of Data Strategy and Governance within the new enlarged national company. I was also the Data Protection Officer at Jurassic to ensure compliance of GDPR. 🔹 Data Strategy:Orchestrated a comprehensive data strategy, securing senior leadership buy-in and fostering a data-centric ethos at all organizational levels.Initiated a data committee and stewardship, involving 25+ stewards, to embed data discipline throughout the business.🔹 Advocate of Data Privacy and Security:Led initiatives that achieved zero data breaches necessitating escalation to the ICO during my tenure.🔹 Major Accomplishments:Established a centralized data lake/warehouse, automating data delivery and governance, crucial for executive decision-making.Drove data science projects, including a significant footprint profiling initiative, directing smart investments for our £80M annual build plan.🔹 Executive Relationship Management:Skilfully navigated C Suite dynamics, leveraging data to foster strategic focus and decision-making.🔹 Team Building and Leadership:Assembled a comprehensive data team, including roles such as data engineers, architects, analysts, data scientists, and compliance analysts.All Points Fibre - Data Mesh Innovator and Efficiency DriverIn my current role at All Points Fibre, I'm revolutionizing data management through a data mesh approach, fostering agility and efficiency.

We work with established business owners to remove business growth impediments and build their business into an Asset of Value™.This is a business that is positioned to win in a changing world, enabled by reliable operating procedures and systems, and empowered by a focused team to generate consistent organic growth. This releases time for the business owner to then focus on next-level growth, innovation, and profitability.The outcome is a growing, more profitable business that has a high likelihood of being sold for a premium value in the future. Aurik has generated an average annual compound turnover growth rate of 28.9% across the clients we have worked with since inception.www.aurik.comMy responsibilities include: • Contributing to developing the boots on the ground execution of the business strategy which is aligned with short-term and long-term objectives of AU-Global• Oversee all operations and business activities to ensure licensee produce the desired commercial and cultural results and are consistent with the overall strategy and mission of AU-UK• Supervise and implement all strategic and business aspects of AU-UK. • Build trust relations with key partners and stakeholders and act as a point of contact for all shareholders• Lead and inspire any prospective license holders to develop high performing licensee teams

I take great pride and committed to the success of private enterprise. Working within a group of talented and experienced business leaders our team help design your enterprise journey and future mapping your growth.From a series of work frames SGFE can cover:Business consultancy and coachingTraining, facilitation and mentoringDesign of strategic growth plansImplementation and activation supportCEO and Board level coachingAsset identification and IP development

Fanto Gaming Ltd operated in the daily fantasy sports (gambling) industry. I successfully raised funding of £150k under SEIS/EIS and a second round of funding of £30k under EIS. I led a board of directors who have significant industry experience between them and I used my ability to demonstrate strategic decision-making within the business to bring the product to market. I was mandated to understand absolutely every part of the business and how they strategically fit together. I took every decision against the future financial prosperity of the businessThe main conduit of communication between the company and shareholders Significant experience with inspiring and influencing internal and external stakeholders in the businessProvide expert input into the strategic plan and was responsible for day to day implementation once approved by the BoardResponsible for the day to day running of the business with a heavy focus on the administration of the organisation. An attention to detail was imperative in a strict regulatory environment Established policies that promote company culture and visionBuilt a broad range of policies that created consistency and reliability against short, medium and long term objectives Maintained the USP’s of the business whilst managing technological builds, changing regulatory environments and constantly evolving market dynamics

Core Portfolio Manager - Emerging Market and Frontiers Funds I operated on a team which managed $2bn across multiple segregated, retail and institutional clients The main principle of the role was to manage the business and operational aspect for the portfolio managers freeing them to maximise their time managing their markets  I was tasked with monitoring the portfolios compliance and ensuring that we were operating within the mandate for the fund, which was often bespoke, broad and complex  Built analyst models to facilitate investment decision.  Daily reporting for the portfolio management team to optimise investment decision making  I was responsible for onboarding and then client relations for all clients which held Emerging Markets Active Equity mandates. These were often challenging due to type of markets allocation. Monthly client reporting required attention to detail and clear and concise reporting on fund performance  I was seen as the go to guy on what we can and cannot happen for each fund. Due to my proximity to frontier markets I was often required by the business to provide operational consultation on funds from other teams entering these markets

Commercial Finance - Gap Year prior to University