I believe, through experience, that the direction and delivery of data-driven technology is largely domain-agnostic and, with adherence to agile, quality-driven processes, continuous improvement and, most importantly, a high-performing culture, teams, working to their strengths, can be encouraged to develop, be nimble, and work autonomously.

I consider myself a “Servant Leader”, whose aim is to unblock my technical teams to concentrate on the things they need and want to focus on, whilst leading by example where required.

Having a clear technology strategy, driven by myself and aligned with that of the organisation is key to this, so everyone, every day can see how what they’re doing fits into the whole.

I have always kept myself as close to the technology as possible to make better, faster decisions, but have always ensured that I build teams to reflect that day-to-day technology delivery requires
leadership, clear vision and a setting of examples.

I direct improvements in delivery through varied applications of the following three principles:
1. Guidance of technical resources across multidisciplinary agile teams - including budget and evidencing value.
2. Accountability for building the necessary digital skills and abilities in the team, blending appropriate recruitment with the development of in-house capability.
3. Empowerment of teams to work to their strengths, continuously reflecting and challenging themselves to progress. Unblocking, freeing and creating a collaborative and self-managing environment.

My deep knowledge of directing technology strategy and delivery, coupled with commercial delivery experience and my constant drive for improvements, mean that I am a strong candidate for any development lead and senior architect position/project.