These examples show both sides of the work: helping organisations grow their engineering capability, and helping them navigate change while keeping delivery and trust intact. The technical work spans data platforms, AI-enabled products and connected hardware too.
Growth is not only a revenue curve. It changes the number of decisions, hand-offs and people an organisation must support. The work was to build enough structure and leadership capacity for the business to keep scaling.
The context
Partnered directly with the CEO as the business grew from a small core team into a larger operation supported by a substantial contractor workforce.
My contribution
Designed organisational structure and management layers, developed leadership capability, and delivered management training to increase the team’s ability to handle workload.
3 → 28full-time employees
≈200contractors at scale
£0.3m → £4.5mannual revenue
02GROWTH + REGULATIONChief Technology Officer
Fantasy Stakes · Regulated gaming
Building a platform and technology function from inception.
A product entering a regulated market needs to scale technically and organisationally while earning confidence from users, partners and regulators.
The mandate
Build the technology function and platform through rapid growth, regulatory approval and a transition from virtualised co-located infrastructure to AWS.
What that involved
Growing the engineering team, working with the Football Association and UK Gambling Commission, and serving as the senior technical representative through acquisition.
18+engineers at scale
250k+connections per minute at peak
Cloudplatform transition as maturity allowed
03GROWTH + CHANGEVP of Engineering
Vita Mojo · Multi-market SaaS
Protecting delivery while reshaping engineering.
The challenge was not simply to reduce cost or reorganise. It was to preserve customer-facing delivery and platform resilience while the company and engineering organisation changed around them.
The context
Engineering leadership across product engineering, platform, data and quality for a high-volume SaaS POS and digital-ordering platform used by thousands of stores and brands.
My contribution
Clarified ownership and team topology, strengthened release guardrails and operational accountability, improved observability, and connected cloud-spend governance to architectural choices.
≈90%delivery output retained at ≈45% of original headcount
−28%production incidents
−35%hosting costs
04CHANGE + GROWTHInterim VP of Software
IGG · Product and payments
Restoring delivery focus as the business scaled.
When an overextended backlog begins to constrain commercial execution, the answer is not simply to ask teams to move faster. It is to make ownership clearer and simplify the systems that slow them down.
The context
Joined during a debt-financing growth phase, when delivery predictability and payments reliability were important to commercial progress.
My contribution
Reorganised engineering into functional units with clearer domain ownership, consolidated fragmented technology into a coherent architectural direction and simplified the payments architecture.
05DATA PLATFORM + LEADERSHIPFractional VP, Big Data Engineering
G3P · Data and visualisation
Bring business and physical-world data into view.
I led data engineers and visualisation specialists working on a platform that brought application activity, hardware logs and real-time motion-capture events together for analysis.
The platform
Designed a Redshift warehouse and data pipelines using Airbyte, dbt, Kinesis and Kafka. The work joined data from software and connected equipment rather than treating each stream as a separate reporting problem.
Making it useful
Worked with stakeholders on Redash and Tableau dashboards, connecting the engineering work to the questions people needed the data to answer.
A simplified view of the platform’s job, not a component-by-component architecture diagram. Technologies included Amazon Redshift, Airbyte, dbt, Kinesis, Kafka, Redash and Tableau.
Join physical readers, edge gateways and cloud services into one platform.
Connected products need software leadership that understands the seams: device behaviour, gateway communication, cloud services and the operational needs of the people using the system.
The work
Principal-level architecture and delivery ownership for an RFID platform spanning hardware readers, gateways and cloud services, alongside concurrent software-engineering leadership.
The leadership challenge
Work across hardware and software disciplines, keep system integration visible and make decisions at the platform boundary without losing sight of product delivery.
07INTEGRATION + DELIVERYOwner’s Engineer
Atlantis City · Industrial development
Coordinate technical work where disciplines meet on site.
This was practical work across a commercial site development: sorting out building-services questions, helping the food-and-beverage operation take shape, and getting a construction workshop stood up. Each area had its own specialists; the difficult part was joining the decisions up.
Work completed
Reviewed restaurant HVAC and extraction, analysed MEP questions, worked through food-and-beverage commercial and operating assumptions, prepared electrical and cabling layouts and specifications, and organised supplier and equipment information. I also supported the workshop setup and commissioning of equipment.
On the ground
Some of the work was in drawings, some in supplier conversations and some on site. When one detail changed, the people installing or operating the equipment needed to know.
Beyond the executive case studies
Technical work across data, AI and the physical world.
Representative product and systems builds show how I work at implementation depth as well as organisational scale. Client-specific details are intentionally kept high-level.
DATA PLATFORMS · INTEGRATION
Make business-system integrations recoverable.
An event-driven integration between operational and CRM systems, with explicit lifecycle mapping, durable event handling, asynchronous processing, retries, reconciliation and an operator-facing recovery surface.
A browser-based invoice workflow connecting email intake, source-document review, Xero data and payment operations. The design makes data accuracy, human correction and visible processing state central; approval automation is identified separately as planned work.
Make a large media collection searchable without hiding uncertainty.
A local-first video catalogue combines technical metadata with AI-assisted visual, audio and language analysis. Model observations retain provenance and confidence; manual edits stay authoritative rather than being silently overwritten.
An industrial airflow-control project links Modbus sensing, PLC logic, relay-driven equipment and an HMI. The work treats failure behaviour and clear operator visibility as part of the control design, not a later add-on.
Make infrastructure workflows easier to inspect and safer to operate.
A Marketplace published VS Code extension brings common Wrangler tasks into the editor while preserving environment scope, delegating authentication to Wrangler and making consequential operations explicit.
Not every role calls for a transformation. Some need a leader to build what comes next; others need someone to adapt what is already there. The work starts by understanding which problem the business is actually trying to solve.