A career of transformation, measured in outcomes.
My experience is best described through what changed for the organisations I worked with, rather than a list of titles. The through-line is consistent: complex technology programmes for global financial institutions, delivered with a focus on business value.
What the work has produced
Enterprise data platforms that became trusted foundations
Led the design and delivery of enterprise data platforms for global financial institutions, turning fragmented data estates into governed, reusable foundations that teams across the business could rely on.
Data and AI moved from pilots to production
Helped capital markets organisations move beyond isolated proofs of concept, establishing the governance, ownership and engineering discipline needed to run data and AI capabilities dependably.
Cloud transformation that reduced complexity
Guided large-scale cloud programmes that modernised core platforms while deliberately simplifying the estate, rather than relocating existing complexity.
Delivery restored on programmes under pressure
Brought clarity and delivery discipline to enterprise technology programmes that had stalled, realigning them around clear outcomes, owners and a credible path to completion.
Operating models built to last
Designed data and technology operating models that allowed institutions to scale their capabilities sustainably, with clear accountability across business and technology.
Senior teams equipped to decide
Worked with technology and business leaders on strategy and architecture decisions, translating technical trade-offs into terms the business could own.
Where the work has taken place
Over the course of a long career I have worked with global financial institutions and capital markets organisations across enterprise technology programmes spanning data, AI, cloud and architecture, with teams across regions. Out of respect for the confidentiality of that work, I describe it here in general terms.