• Led the initiative, design and development of an internal BI ticket sales reporting solution for 100 C-suite and senior execs, converging data from 9 ticketing platforms and providing in depth analysis of sales of $5bn annually. Co-led a cross functional team of 30 across multiple business units to deliver a complex solution on time, including architecting the BI solution, dashboard design and build. Led hands on development of API connectors to save $100k which would have been required for bespoke solutions due to budget constraints. Drove adoption through training and product showcases to over 5k annual dashboard views.• Led the design, architecture and development of an internal engineering metrics BI solution across 40 internal engineering teams, including API development, dashboard design, build and testing. Delivered a fully automated solution within 6 months for reporting on cycle time and lead time, deployment frequency and change failure rate, security risk and outages (including mean time to detect, mitigate and restore service).• Created a data driven culture across Ticketmaster International with a simple four point plan:o converge data into one place from multiple data sourceso homogenize data to enable usability for multiple purposes through data architectureo liaise with business stakeholders for outcome planning and train up teams to self-serve data needso build beautiful dashboards that business users come back to repeatedly for quick answers to questions. o Outcome - over 300 regular users across the international business, data warehouse with 60+Bn rows of data across the global business and over 50k page views per month of the dashboard suite covering all aspects of business reporting from Information Security to Affiliate sales.

• Responsible for the engineering strategy program and its implementation across a department of over 300 engineers in 5 global locations.• Led the organisational program to measure and manage technical debt. Devised a model through extensive research and collaboration, developed a new measurement process and reported the results quarterly to the whole organisation. This led directly to a successful re-platforming initiative, and the blog post I wrote about it went viral.• Led the innovation program, devising the strategy and running internal and external hackathons to foster a culture of innovation internally and use the Ticketmaster API to plug into global development communities and start-up scenes. • Co-led the career mapping program for engineers, providing a step by step guide to career progression and technical skills development. Rolled out to 30 teams across 5 locations, this was a major success in facilitating effective technical career management across the organisation.• Won the TechWorld Techies award for best place for developers to work (2016) and V3 Digital Technology Leaders award for best place to work in digital (2016).

Responsibilities:• Management and resource scheduling of 3 multi-disciplined agile teams with a total of 16 direct reports including architects and senior engineers, responsible for full SDLC with a £1m/annum budget.• Creation and delivery of technical roadmaps, including re-architecture planning and continuous integration/delivery.• Short and long term staff planning, recruitment, performance management, coaching, mentoring, career development. Achievements:• Transformed an ecommerce platform which was last place the UK ticket resale market with market share of under 18% (by traffic). Implemented a pragmatic technology strategy to re-architect the system simultaneously with major feature development enabling separation of the front end to enable a mobile first approach through innovative use of a Google sponsored technology (React.js) Conversion swiftly improved for mobile devices (over 20% uplift in the first 3 months), and in just over a year took the number one position in the market (over 35% share). • Oversaw cloud migration by creating a performance sub-team to address site scaling issues, resulting in ten fold scalability increase and ensuring complete stability during peak traffic periods.• Designed and delivered Ticketmaster's new program to measure and manage technical debt across its IT real estate comprising 15 separate software platforms and over 9000 servers. The complex mix of technologies and legacy designs was causing significant delays and contributing to low productivity and morale, leading to high expense for support, significant delays to project delivery and contributing to high turnover. I led the research and coordinated a multi-national team to devise an innovative model for measuring technical debt, which was used to measure each platform and compiled into an executive report to provide key information on maintenance and the impact of delay. This has been reviewed by Gartner and is due to be featured in a case study.

• Management and resource scheduling of a multi-disciplined team of 6, responsible for infrastructure, hardware, software/development, telecoms, delivery and support with a £1m/annum budget.• Management of the technology platforms behind 6 insurance brands across the main price comparison sites (Go Compare, Confused, Money Supermarket and Compare The Market, Beat That Quote).• Procurement and establishment of relationships with key suppliers, leveraging vendor capabilities and delivering value for money for hardware, software, maintenance and development.• Overall responsibility for compliance within IT, including FSA, PCI-DSS, Data Protection.• Instrumental in reinstating several brands which had been removed from price comparison site panels due to serious operational issues with the telephony system and back office platforms, crippling conversion ratios. Gained a deep understanding of the technical issues and business processes involved, negotiated appropriate development of solutions with the suppliers and engaged with the price comparison sites to ensure reinstatement of all brands within 3 months resulting in a sales increase of 58%.• Reduced downtime from around 10% to virtually nil on the most unstable back office platform by building strong ties with the supplier, negotiating development time FOC and ensuring that root causes of all issues were addressed to guarantee stability.• Implemented a £40k SAN solution for upgrading the voice recording system, automating retrieval of all calls (500,000/month), where previously archived call retrieval was predominantly a manual process and storage had far outgrown planned limits. Orchestrated the tender process after loss of confidence in the incumbent supplier, and renegotiated the maintenance contract to provide improved SLA terms at existing rates.• Implemented a complete overhaul of the network service, including a full DR solution.

Responsible for leading a multi-disciplined team of 10 software engineers to deliver over 20 different software products and services in the UK insurance sector• Rescued a complex £300k ASP.Net project to enable insurers such as Axa and Aviva to test rates on quote engines • Doubled revenue to over £1m annually by converging existing tools into a fully featured productivity suite• Managed the service generating over 2 million quotes daily for price comparison sites such as Go Compare.