As the Technical Founder at Agentic Workflows, I am responsible for spearheading the development and implementation of innovative AI-driven solutions that streamline and enhance business processes. My role involves leading the strategic direction of the company’s technological initiatives, ensuring that our solutions meet the highest standards of quality and efficiency.Key Responsibilities: • Strategic Leadership: Oversee the technological vision and strategy of Agentic Workflows, aligning our solutions with the evolving needs of our clients and the market. • Innovation and Development: Lead the research, development, and deployment of AI agentic workflows designed to automate and optimise complex business operations. • Client Engagement: Work closely with clients to understand their specific challenges and requirements, providing tailored AI solutions that drive productivity and innovation. • Partnership and Collaboration: Build and maintain strategic partnerships with industry leaders and stakeholders to enhance our technological capabilities and market reach. • Thought Leadership: Represent Agentic Workflows in industry forums, conferences, and publications, sharing insights and advancements in AI and business automation.My commitment is to drive technological excellence and innovation, helping businesses harness the full potential of AI to achieve their goals. If you’re interested in learning more about how AI can transform your business processes, please feel free to connect with me.

Ohaiyu.com leverages cutting edge AI technology so customers can create the perfect greetings card using just words. A combination of LLMs and Image Creation Models are used to guide the customer through the process of creating personalised images that create a meaningful connection with the recipient.Key responsibilities:• Developed and implemented the strategic technology vision to support the business and product vision to “Send love with AI”• Implemented the full AI technology stack, including LLMs and Image Generation models, both via third party APIs and self-hosted open and closed source models.• Developed and maintained the platform’s web facing infrastructure using JavaScript, node.js, and MongoDB, ensuring robust, scalable and efficient system performance.• Implemented and managed a comprehensive cloud infrastructure and automated deployment pipeline utilising AWS Code Pipeline, AWS Elastic Beanstalk, and S3, facilitating seamless automated updates.• Collected and presented customer experience metrics to support the development of Product Market Fit.

As a key player in Metro Bank's Transformation, I led on the creation of a new Delivery Capability within the Business Change function, which included both traditional waterfall Delivery Leads and agile Scrum Masters. Where required, I also supported troubled deliveries, using both my waterfall and agile experience to keep the committed deliveries on track.Key Responsibilities:• Spearheading the design of the Delivery Capability, ensuring the correct people and processes are in place to support delivery of customer value.• Day to day management of Delivery Leads and Scrum Masters, including performance management, annual ratings, rewards, salaries, career progression, and training.• Proactively involved in strategic human resource planning, including recruitment, retention, and career development.• Delivery Leads and Scrum Masters delivery accountability across all technology change within the organisation, including Mobile Banking, Internet Retail Banking, Commercial SME Banking, Digital Originations, Mortgages, Payments, FinCrime and Cyber Security, Infrastructure and Level 3 Support teams.

As the Delivery Lead, my key role was mobilisation and subsequent delivery of the Everyday Banking Value Stream, comprising of 7 teams across Mobile Banking, Internet Online Banking, Commercial Online Banking, Customer Experience products. This was a key part of the Agile Transformation at Metro Bank.Key Responsibilities:• Day to day management of delivery via 7 agile teams across multiple digital channels, both onshore and offshore, supplier and permanent.• Reporting deliver progress, managing risks, issues and dependencies.• Budget management, including reporting on FTE and Non-FTE, Capex and Opex spend. Ensuring all future spend was accrued correctly.• Chairing regular delivery syncs with delivery teams, senior stakeholders and business owners.• Planning and Facilitating PI Planning with representatives from across the organisation to enable credible and realistic delivery timelines.• Working with Business Owners and Product Management to help shape prioritised backlogs and prepare for PI Planning.• Working with suppliers to ensure vendor Scrum Masters and Agile teams are embracing new ways of working.• Delivery of changes was across the whole technology stack, including Mobile app, front and back-end internet banking, T24, IIB, Oracle and AWS Microservices.

• Established and delivered new Agile ways of working within Short Term Borrowing.• Steered and presented the Agile agenda to Senior Managers and wider Agile Community.• Worked with Third Parties to understand how they can fit into the new ways of working.• Delivered new functionality to the RBS Credit Cart proposition via Digital Channels.• Facilitated Daily Scrum, Sprint Review, Sprint Retro, Sprint Planning and Backlog Refinement Ceremonies.• Coached Product Owners, Technical PMs, Agile Teams and Stakeholders on all aspects of Agile.• Nurtured and sustained a wider Agile Community.Achievement: Converted a Waterfall Program to two Agile Teams resulting in early delivery of Instalment Lending functionality to the NatWest, RBS and Ulster Bank Credit Card propositions and hitting the 2019 targets by more than 150%.

Managing a portfolio of projects on behalf of the Networks platform to address existing Operational Risks, including DDOS Protection, Resilient circuits into major Mortgage Centres and DDI IPAM Remediation work. Budgets were in excess of 1M for each project and utilised the Agile Methodology.Daily responsibilities included chairing the daily scrum call. Liaising with Product Owner to ensure sprint items were fully understood and working with the Development Team to remove any impediments to getting the current sprint completed. An additional element was third party management, from agreeing scope with the platform stakeholders, through quoting and SoW creating, facilitating commercial and legal discussions, finishing up with ensuring third party vendor work was handed over to operational teams in a satisfactory manner.

As part of a major overhaul and simplification of legacy systems, new technology was being introduced to the bank. This raised challenges for Business Change in terms of new ways of working, technologies and processes. My role was to advice senior members of business transformation projects to ensure this transition went as smoothly as possible, with minimal impact to projects already in flight. Other responsibilities included ensuring plans and milestones were modelled and tracked within bank governance following the P3M methodology utilising the Planview platform.

Implemented new infrastructure in support of digital mobile payment service, ApplePay for the NatWest, RBS and Ulster Bank brands in the UK.From being approached by Apple to Go-Live I had a 5 month window to get everything done, with a very high profile, widely publicised hard stop. This project had visibility from the CEO down, however due to the Secret classification imposed by Apple only resources working on the program were away of the parties involved. This created a very challenging scenario, where resources were required immediately, however I couldn’t tell their managers why they were needed. Every project management tool in the toolbox was required to keep things on track.The project was implemented on time and to budget, with every requirement being fulfilled.“This is how a new service should be deployed: it should all just work from day one. There are millions of iPhone owners in the UK, and they can all immediately use Apple Pay at a huge number of locations across the country. Hopefully Android Pay and Samsung Pay can pull off similarly smooth launches.” – Ars Technica Online Technology Magazine.

Managed Major Incident Recoveries across the RBSG estate, including Payment, Mainframe, Batch and Off Host incidents with the ITIL Service Management framework.Responsibilities include:• Worked with technical teams to draw up recovery plans under very tight timeframes• 3rd Party management to ensure all stakeholders are on the same page• Drove forward the implementation of the recovery plan, ensuring all tasks are resourced• Ensured all tasks are carried out within Bank Governance• Reported on progress of plans to Senior Stakeholders

Managed a workstream on the RBSG Mobile Banking project responsible for ensuring all Cutover Closedown activities are completed in order to communicate project success to senior stakeholdersResponsibilities included:• Liaised with 3rd Party to ensure infrastructure is built as per bank standards• Stakeholder management to ensure all parties are aware of progress• Ensured all contracted metrics are fit for purpose, gathered and reported on correctly.• Ensured all governance is followed through out the course of the closedown phase.

Managed a major third party supplier to ensure a suite of batch visualisation is implemented to extremely tight timeframes, which would be used in the event of another Major Red Incident, reporting directly to CTO.Responsibilities included:• Managed 3rd party resources to delivery to aggressive timeframes• Collated and communicated progress to CTO and CTO direct reports• Managed Risks and Issues and obtained signoff to ensure these are understood and accepted outwith the programme

Managed the full lifecycle of a portfolio of Infrastructure Projects in support of Business Change and Infrastructure only projects, from project initiation through to closedown.Responsibilities included:• Ensured all Financial Reporting is up to date include Capax, Opex and Accruals• Forecasted and tracked Man Day burn per Month, Financial Year and Full Project• Chaired Project Control Boards to report progress, risks, issues and financial status to Project Board

Managed areas of the programme which have been put into Recovery, using the Agile methodology.The Amstelveen Data Centre Exit program was responsible for migrating legacy ABN Amro services from the Netherlands to datacentres located in Edinburgh and Stone.

Managed Third Party Vendor to ensure structure cabling infrastructure was delivered within bank standards and as per the tender agreement on the FiRST Program, delivering a unified solution for Finance and Risk Management, leveraging Oracle Exadata Database machine hardware.

Managed infrastructure provision in support of the migration of over 500 services across Europe

Managing a portfolio of global projects in support of Investment Banking clients. Implementing a wide range of infrastructure from Sun Oracle Exadata Database Machines, HP Blade and Chassis Servers, Sun SPARC, Virtual Environments, Windows, Solaris, SQL and SybaseMajor Projects include the implementation of five Sun Oracle Exadata Database Machines in datacenters in the UK and US to provide cutting edge data warehousing.This project was highly mission critical with visibility up to CTO and beyond. Timeframes were extremely tight and required additional dedication from all concerned to ensure successful, timely delivery. The Datavault project received a “High Impact” award at the IT Industry Data Virtualization Day Awards.Key responsibilities:• Working directly alongside Service Design to ensuring an in depth understanding of the solution, often with changes occurring on an hourly basis. Communicating the changes and solution to service providers and working through any issues that may have arisen as a result of the changes.• Chairing internal and external global calls with regional service provider leads to produce and communicate the project implementation plan, and receiving reports on progress, risks and issues, including:• Vendor installation process and requirements• Datacenter space, power and delivery requirements • Network access and distribution layer configured to allow routing and load balancing• Solaris OS and Oracle databases on messaging and composite servers built and configured correctly, with backup, monitoring and reporting in place.• Providing exception and scheduled reports on project status and receiving direction from director level and client stakeholders, highlighting any risks, issues and mitigating actions.• Coordinating the post implementation review to identify areas of improvement both with vendor and internal processes, procedures and tools.

Business Relocation and Dual Data Centre Implementation; Budget: £1MManaged the provisioning of two Level 3 data centres in London and Paris and the migration of over 200 servers and associated DR elements. Refreshed the existing Infrastructure and implemented a fully redundant and resilient High Availability System. Migrated systems from on-site Server Room to remote Data Centres. Exploited technologies such as VMWare ESX, HP Blade Servers and HP EVA SAN Storage.Managed the provisioning of a green field office with in the City. Liaison with all parties including Office Fitout Project Managers, Landlord, External Services Providers and other tenants. Managed the provision of all Office Network, Server and Desktop Infrastructure.Managed multiple work streams and project teams on site and in India. Motivated team to ensure tight deadlines were met and ensuring the project was completed within budget.

Managed multiple teams of high-performing individuals in a variety of locations around the globe in the provision and support of Secret and Top Secret IT Infrastructure.

Provided technical support for defence weapon systems including Main Battle Tank and rocket launcher.Sub systems included laser range finders, thermal imaging equipment, control equipment and communication systems.This experience of supporting mission critical assets, in some of the most arduous conditions, including war zones, has given me a solid, pragmatic, "get sh!t done" attitude which I can carried forward throughout my professional life.

Support of bespoke buying / accounting system for a SME within the construction industry.