Jay Jetley Email & Phone Number

London, Gb

London

As CTA (Chief Technical Architect) I have responsibly for the overall architecture at Trinny London.From Feb 2020 to Jul 2021 we grew from a team of 5 to approximately 35 people spread across several teams. During this period of rapid growth we have tried to adapt to enable the teams to work efficiently (this is still a work in progress) whilst still ensuring that we are still within our overall architecture goals and also ensuring governance doesn't suffer.I am also involved in POCs, if not directly then in an advisory capacity, to ensure we are considering all parts of the business. Also ensuring to don't introduce technologies that become difficult to manage either due to skill shortages or inherent issues with the technology itself.

I joined Trinny London as CTO to oversee the launch of the brand in October 2017.This is involved taking over the entire tech stack, including the GCP infrastructure, from the agency that built the original version of the website and managing the integration of orders to our warehouse.After the initial launch we continued to develop the website with both features that missed the original launch and also new features as we gained customer feedback. During this time we also developed the initial BI solution and continued to improve the CI/CD pipeline, eCommerce Integration, GCP infrastructure and connectivity with our warehouse.By Dec 2019 we were facing several challenges including growing the team, limitations on our eCommerce Platform and an ever increasing need for more data in BI.In Feb 2020 we hired a new CTO to allow me to concentrate on the technical side of the challenges whilst allowing the new CTO to concentrate on the management side of things.

Working primarily with cloud technologies I was responsible of overseeing Moonpig's move to the cloud. This has included working with the Photobox group as a whole looking for opportunities to share technology across the group.Initially looking at moving on-premise infrastructure in to the cloud the role developed in to building strategies and POCs to move the code base to a micro service architecture.Having successfully architected the move to the cloud via IaaS with a long term strategy of moving to PaaS I then managed my own exit from Moonpig, after17 years, to look for the next exciting opportunity.Key Azure Technologies • Service Bus/Event Hubs • App Services • Service Fabric • SQL Azure • DocuementDB/CosmosDB • Redis Clusters • .NET/.NET Core • Functions • VNets/ExpressRoute/VPNs • VMs/ScaleSets

Having handed over the CTO position to my successor I then moved in to research and development looking at new technologies that Moonpig could adopt.Initially looking at technologies that could improve the Moonpig product offering, including video cards and handwriting, we then moved to looking a the emerging cloud technologies.Due to the nature of both the cloud, the existing Moonpig code base and the sale of Moonpig to the Photobox group it became apparent that the role was becoming more of an architectural role rather than R&D.

London, United Kingdom

I joined Moonpig, initially as a contractor, to help sort out issues with the outsourcing company being used to setup the first version of the web site.After the first couple of months it became clear the the relationship with the outsourcer was not working out and I was offered the job of CTO and joined the management team.Initially a team of two we were responsible for building all things IT from designing and developing the web front end and production systems to working with hardware manufacturers to develop prototype printers and finishing equipment.During the first 5 years we continued to develop all the systems at a relentless pace adding BI to the portfolio to enable better reporting to the management team and to also enable us to provide a structured approach to site updates.In 2006 Moonpig aired it's first TV advert which was an immediate success and meant that we needed to grow the team, which steadily grew over the next 3 years. During this time competition started to increase and it became clear we needed to start looking at new technologies to keep the edge on our competitors.We decided to set up a R&D department to look in to new technologies and to recruit a new CTO to look after the day to day running of an ever increasing team. I was actively involved in recruiting my successor and worked closely with him handing over responsibility in April 2009.