Experience / Executive & board responsibilities
Leadership behind
technology decisions.
At Holland & Barrett, I redirected external spend into internal data capability. At Think Big, I led an engineering practice of more than 125 people. My experience also includes CDO and CTO roles, product advisory work and board-level advice.
Explore executive and product advisorySelected responsibilities
What I was
responsible for.
Holland & Barrett
Turn external spend into internal capability.
Director of Engineering, Data and Analytics (CDO)
2019–2021
Redirected third-party budget into an in-house data and analytics capability. Built data engineering, business intelligence and data science teams, alongside a cloud-native platform connecting legacy systems and a growing event-driven architecture.
The capability supported reporting, forecasting, supply-chain decisions, purchasing and range planning.
Worldpay
Connect strategy and the operating model.
VP Data Strategy (interim)
2018
Worked with the CDO on data, platform and analytics strategy in a global business. The scope included data science, machine learning, AI and the operating model needed to support them.
An interim strategy remit: making the technology choices and how the organisation works part of the same discussion.
Brady PLC
Set a direction for data and software products.
Chief Data Officer
2017–2018
Led the initiative to move energy and commodities products towards cloud-native, analytics-focused SaaS.
Think Big, a Teradata company
Lead delivery across four continents.
Partner, International Engineering Practice
2016–2017
Led an international practice of more than 125 people across data and software engineering, systems engineering and solution architecture. The remit covered enterprise and public-sector delivery across four continents and fifteen time zones.
Responsibility included practice growth, reorganisation and integration within Teradata.
Camunda
Give an emerging AI strategy something to test.
Early AI product and technology advisory
Consulting through Bold Data
Helped establish early AI product direction at the process-orchestration company, building prototypes that informed its product and technology strategy. They were used internally and subsequently demonstrated at Camunda conferences, giving product and engineering teams something concrete to evaluate and build on.
Explore the technical workSemaverse.ai
Take responsibility from product idea to delivery.
Co-founder; platform architecture and engineering
Venture work
Co-founded Semaverse.ai and took responsibility for the architecture and engineering of its AI research platform for M&A and market intelligence. The remit connected product development, source partnerships and the workflows researchers used to produce working documents.
My partnership and integration work included PitchBook, Crunchbase and Tracxn. I also helped Crunchbase work through MCP and OAuth implementation details. This combined the responsibilities of a founder with direct ownership of platform delivery.
Explore the technical workBig Data Partnership
Lead engineering in a specialist data business.
Engineering Director (CTO)
Earlier leadership role
Led engineering as Engineering Director (CTO) at Big Data Partnership, which was subsequently acquired by Teradata.
Rangespan
Build the data capability in a growing company.
Data team lead
Earlier leadership role
Led the data team and built cloud-based data-mining and processing systems at Rangespan, which was later acquired by Google.
Independent practice
How that experience
informs my advice.
Since founding Bold Data in 2021, I have worked with technology clients on product direction, informed by focused technical investigation. My board-level work includes a non-executive director role supporting a global telecommunications company on technology and AI strategy.
I bring that experience to executive and product decisions. Where a decision needs technical evidence, I can investigate directly or guide a focused team within an agreed advisory scope.
An engagement starts with the business decision, the authority needed to act and the evidence needed to choose a course.
Explore ways to work togetherStart with the decision
What is at stake
for your business?
Considering a technology investment, a change in product direction or a different way of organising your teams? Tell me the decision, what is at stake and your timing.
Discuss the challenge