I run the technology function of a software group delivering into regulated environments — banking payments, wealth management and national retail — accountable for what those programmes cost as much as for whether they ship.
Eight years building enterprise software, three leading it: architecture standards, delivery economics, hiring, and the commercial conversations that decide whether a programme is worth doing at all. I still review and write code — it is what keeps estimates honest and standards enforceable.
A high-profile banking programme was paying a distributed-systems tax it had no operational need for. I modelled the cost, put the argument to the client's executive stakeholders, led the consolidation, and took more than 40% out of delivery — up to 90% on comparable initiatives since.
A customer mobile app and multi-store administration system delivered from commercial scoping through to production: certificate-based card payments certified with the acquirer, live order and last-mile delivery tracking, and sub-second search across a catalogue shared by every store.
Self-service access to portfolios and statements for a wealth management firm's clients, fed by automated daily imports from the custodian and a scheduled synchronisation that retired a manual reporting cycle — and the client-facing risk that came with it.
The platform runs as a single well-structured Laravel application on ARM64 EC2 behind CloudFront. Store, catalogue, ordering, delivery and payment concerns are separated as modules inside one deployable rather than as independently operated services — the same boundaries, without the distributed-systems tax.
Software consultancy and product group serving banking, retail and wealth management clients.
Boutique consultancy run alongside the Snappi role.
Every boundary you add is paid for in build time, operational surface and hiring. I choose the simplest topology that meets the compliance and scale requirement, and I can show the arithmetic to a CFO as readily as to an engineer.
I review, pair and still ship. It keeps estimates honest, makes standards enforceable rather than aspirational, and means the team is led by someone who understands what they are actually being asked to do.
Scoping, fixed-price commitments and bad news all travel better from the person accountable for delivery. Technical credibility in the room is what turns a proposal into a signed programme.
Available for CTO and senior engineering roles, and for fractional or advisory work with founders and boards who need an experienced technology counterpart. Open to Employment Permit sponsorship; available for interview at short notice.