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During 2022 Peak had ambitions to pivot from a Data Science services to platform-first model, launch it’s ‘Library’ to host a suit of powerful, reusable AI apps to scale and simplify delivery for customers and ultimately to make the Peak platform self-serve.
 
To do this Peak aimed to scale fast and scale well, doubling headcount from ~300 to >600. I was brought in to transition the UK-based Product and India-based Engineering departments into the dispersed and hybrid ‘Platform Org’, based around an Agile engineering squad model.
 
Once the org design and transition were complete, we implemented a shared:
• Ceremonies calendar (“Shape of the Week”)
• Cross-functional ways of working model covering the SDLC
• Principles-driven product approach with golden paths for our most important processes
• Knowledge Base, serving both internal and external users of the platform
 
By doing this we were able to scale from 4 squads in 3 product areas to 10 squads in 5 product areas, as well as the introduction of 3 smaller squads (“Labs”) including Peak Data Scientists and Machine Learning Engineers dedicated to building the first Library apps. We also launched Library and our entry-level Enterprise Edition at our flagship AltitudeX conference in October 2022.
 
We did all this at the same time as building and delivering the security and enterprise-grade features necessary to sign some of the UK’s largest retailers and one of India’s largest banks as platform-first customers.
 
We also began to partner with other leading tech businesses including Snowflake and Braze to enhance our offering to existing services customers to become a truly end-to-end AI solution.

Spark

Peak helps the world's smartest companies put the power of AI at the center of all commercial decision making with Decision Intelligence, a brand new category of AI technology. It unlocks the power of a business's most valuable asset, its data, by helping people make decisions over complex information faster, more consistently, more accurately than ever before.

Provider of underground cable installation, repair, maintenance, upgrade, and splicing services

The software engineering department at OtB already had a fantastic culture of agile when I joined. Looking to further grow the team with strong principles whilst coming out of the challenging conditions during the pandemic, I was able to build on the strong foundations the team already had whilst improving efficiency, transparency and team culture during my short time at OtB.

During 2020 Mission Labs had an exception journey. They scaled rapidly, but by their own admission not sustainably. Recognising this, I was brought in help bring a more sustainable Delivery culture, initially to one team, before rolling it out across the entire SmartAgent development team. 
 
By working with the Team to establish a clear identity within SmartAgent, developing quality-focused working patterns and delivering consistently, and at a more sustainable pace, we were able to achieve in a sustainable way. 
Working with the Head of People we transformed the hiring process to allow for scrutiny, transparency and an evidence-based approach to hiring that was used not only to hire the rest of the Delivery team, but roles across the wider business' needs also.

Managing delivery across the agile Channels development team, I take responsibility for the programme of work ensuring the web, mobile app and digital terminal kiosk continuous development roadmap is delivered in order to meet the needs of MAG's airports and our internal stakeholders.
 
The role centres on planning for the needs of the multi-discipline team in advance of a quarterly work roadmap, broken down with the team into manageable weekly goals. Where challenges to the delivery of these goals arise unforeseen, I aim to avoid or mitigate the impact to delivery against timelines, objectives and team member satisfaction.  
Ceremonies including daily stand-ups, fortnightly retros, cross-team guilds and monthly all-hands meetings are all focused on creating a positive, collaborative environment in which to build products the team can take pride in and ownership of.

At MAG-O I lead the testing of a first-of-it’s-kind retail platform supporting multiple airports’ online experience. I also chair the company-wide Test Guild which brings testers from all teams within the business together for peer-to-peer development and retro sessions for QAs.
 
Our testing is deliberately manual-focused, relying on a small pack of Selenium and Newman API tests integrated into a single trunk CI pipeline. The deliberately small size of our automated test pack reduces maintenance and allows QAs to function as both ‘testers’ and de-facto release managers, handing all aspects of our deployments, which are released to production/live multiple times per day.
 
In addition to my duties in Test, I also act as Social Secretary for the business, which values the intrinsic benefits of building a strong, positive team culture. As well as organising team-wide and company-wide social events, aimed at promoting cohesion within the business, I also present to the business regularly and handle outreach events including work experience and volunteering.

As consultant peer support, my supplementary role with FDM has been to act as the on-site relationship manager and point-of-contact for over 100 technology consultants placed with Barclays.
 
This role has ranged from providing on boarding and training support to delivering difficult messages and managing the expectations of consultants when dealing with the client.

Based at Barclays Technology Centre, I have had the opportunity to build and lead a strong, colocated Test Automation team cluster, in the U.K. & India for Barclays Mobile Banking and Pingit mobile apps.
 
Whilst managing delivery of key projects to Director-level stakeholders, my role centres on developing and supporting an integrated team of more than 20 dev-in-test professionals and up-skilled manual SIT testers, constantly contributing to a centrally managed, bespoke automation framework for web and mobile platform automation.

Providing on-location training and support, I was responsible for assisting senior examiners through the busy exam season supporting the transition from offline management to a cloud based digital platform.

Managing client accounts for a range of business continuity solutions for bespoke, business critical, on-premise and cloud based solutions including SaaS.

As an Academy Trainer I designed and delivered technical photographic and video training to engage as well as educate.
 
I provided customers with an intimate understanding of their purchases for the purpose of developing customer satisfaction and brand loyalty whilst simultaneously generating a source of revenue for the core business.
Academy sessions of 30-360 minutes were delivered in a relaxed, semi-formal environment whilst developing the customer’s skills and positive confidence.