Software engineer with 27 years of professional development, delivery focused with a critical eye on value. A extensively broad repertoire of languages and technical skills from a long career working for companies of all sizes and stages of life. Being able to guide business and their technical teams towards the solutions that best suit their scale and maturity.
Accountable for Software Engineering principles and practices across the organisation. Mentoring and coaching development, SRE and data teams. Working closely with the executive team to align our technical solutions with the wider business goals.
Taking accountability for software development and operations I developed and executed a new strategy to reduce development overhead whilst significantly improving operational quality. This strategy included adopting cloud native technologies, Site Reliability Engineering (SRE) principles to reduce.
Responsible for rapid delivery of new functionality to the growing and evolving business. With mature development practices in place the ability to fearlessly refactor and extend the core platforms code base and get new functionality to the business.
Part of the operational team accountable for Anatwines platforms availability and scalability. I specialised in supporting the 100+ software engineers in delivering higher quality code, through introduction of static code analysis. Gatekeepers were put in place to prevent new code being merged down which failed to meet expected quality metrics.
Supporting the business in developing its use of Scrum and Agile practices I was accountable for the core platform teams. Developing the technical roadmap working with the many integration teams to ensure bespoke functionality was delivered on time.
Delivering custom integrations between the core platform and a number of customers. MuleSoft workflows would flow the client data and custom steps to convert the client structures into canonical format.
Invited to return to Eduserv to take on a project which had ran over by 3 months. After a reset and rebuilding the client relationship, I developed a technical backlog and working as scrum master delivered a successful outcome.
Designed and executed a strategy to migrate a growing telco's platform from legacy on-premise systems to cloud-native infrastructure. Reduced deployment frequency from monthly to on-demand, significantly improving operational quality and reducing unplanned downtime.
Introduced Site Reliability Engineering principles including error budgets, toil reduction, and blameless postmortems across development and operations teams. Established on-call practices and runbooks that measurably reduced mean time to recovery (MTTR) across critical services.
Introduced static code analysis across a 100+ engineer engineering organisation for the first time. Surfaced critical and major defects that had previously gone undetected, and implemented quality gating in the CI pipeline to prevent regressions — all without disrupting delivery velocity.
Invited back to rescue a project that had overrun by three months with no clear path to delivery. Diagnosed root causes in both the technical approach and the client relationship, reset the project scope and backlog, and delivered a successful outcome within a further three months.
Grew and shaped engineering, SRE, and data teams from a small startup into a mature organisation. Established career development frameworks, coaching programmes, and technical communities of practice to raise engineering capability across the organisation.
Quality is built in, not bolted on. These practices reduce the cost of change over time and make teams faster, not slower.
Delivery is the only measure that matters to the business. These practices close the gap between writing code and creating value.
Good architecture enables teams to move independently and systems to evolve without fear.
Technology is a team sport. The way a team works together determines the quality of what they build more than any individual's technical skill.
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