Technical Leadership & Enablement

Technical leadership is mostly about decisions: which ones matter, who makes them, and how they’re written down. I give teams a direction they can act on, standards they will follow, and the confidence to ship.

Engagements range from fractional or interim CTO to technical lead for a programme or platform team, and advisory work for leaders who want a senior, independent view.

How I work

I still do the technical work. I read the code, review the pull requests and join the incident calls, which keeps my advice honest. I coach senior engineers and tech leads by working through real problems with them, not by handing over answers.

Where I’ve done it

• A global pharmaceutical company: technical lead for a multi-tenant Data & AI platform, where I introduced a product operating model and the standard blueprint every product team starts from. Earlier, technical lead for five distributed teams of 20 to 40 people, as part of a three-person leadership team.
• Envizage: CTO of a wealth-management fintech start-up. I built and led a distributed team, introduced Scrum, Kanban and CI/CD, and reported to the board.
• Hive (British Gas): led the team that built the CI/CD tooling for the operations and DevOps department.
• AWS: ran bootcamps, hackathons and game days to enable partner teams, and helped raise their certification levels.