What we have actually done

Scaling through a public-market transition

Situation

A technology organisation growing from startup scale to a size that could operate under listed-company scrutiny.

Role

Operations and transformation leadership.

What changed

Operating model, governance structures and delivery frameworks designed and put in place as the organisation grew.

Measured outcome

Helped scale the organisation from approximately 50 to 450 people through the transition.

An £8M+ AI programme against contractual milestones

Situation

A large AI programme carrying contractual milestones and external accountability for delivery.

Role

Programme leadership, including the governance and reporting behind it.

What changed

An integrated delivery plan, milestone evidence and reporting the programme could be held to.

Measured outcome

Delivered an £8M+ AI programme to 100% of contractual milestones.

More throughput without losing the team

Situation

Delivery throughput short of what the organisation needed, with the obvious lever — pushing harder — likely to cost people.

Role

Operations and delivery leadership.

What changed

Delivery frameworks and cadence redesigned so that capacity came from how work flowed rather than from hours.

Measured outcome

Increased delivery throughput by approximately 35% while keeping attrition below 10%.

Taking cost out of the vendor stack

Situation

A technology stack whose recurring spend had grown across teams and years without a single owner.

Role

Commercial and procurement leadership.

What changed

Vendor rationalisation, renegotiated terms and procurement controls that held afterwards.

Measured outcome

Removed £2.5M from SaaS and vendor expenditure.

Negotiating the contracts that carry the cost

Situation

A global technology stack with annual contracts and renewals spread across many suppliers.

Role

Commercial ownership of vendor contracting and renewals.

What changed

A negotiation position built on usage data and renewal timing rather than on goodwill.

Measured outcome

Negotiated over £15M in annual vendor contracts and renewals.

Partnerships managed as commercial relationships

Situation

A large partner estate, including major cloud and payments providers, requiring active commercial management.

Role

Partnerships and commercial leadership.

What changed

Partnerships reviewed against what they were supposed to produce, with named internal ownership.

Measured outcome

Managed more than 70 global partnerships, including AWS, Google Cloud and Mastercard, and delivered £2M in professional services revenue in 18 months.

Segregating a large microservice estate

Situation

A growing platform where environments were not cleanly separated and change was a common source of incidents.

Role

Security and technology risk leadership.

What changed

Full environment segregation implemented with Terraform and AWS Lambda, alongside change practices engineering would keep.

Measured outcome

Introduced full environment segregation across approximately 120 microservices, and reduced change-related incidents by approximately 20%.

Operational resilience under regulatory assessment

Situation

A regulated business being assessed against a UK regulator's operational-resilience framework.

Role

Workstream leadership within the assessment.

What changed

Resilience evidence, testing scope and the operational practice behind both.

Measured outcome

Led five of eight workstreams in a UK regulator's operational-resilience assessment framework, and scoped CBEST testing across retail banking, investment and lending businesses.

Cost taken out of infrastructure and tooling

Situation

Cloud infrastructure and security tooling that had grown alongside the platform without consolidated ownership.

Role

Security and technology leadership.

What changed

Consolidation and rationalisation of infrastructure and tooling, without reducing the control coverage behind it.

Measured outcome

Delivered approximately 15% annualised savings across cloud infrastructure and technology tooling.