What I actually know

Scaling an engineering organisation

Two engineers to thirty; twenty-seven reports at the widest, managing managers and principals.

Hiring and raising the bar

A decade of engineering interviews. Grew an incubator 400%, hiring twenty engineers across five teams.

Putting AI into production

Automated interview coverage past 90%; replaced a manual support queue with an AI system. Shipped and measured, not piloted.

Two-sided marketplace liquidity

Supply and demand that each refuse to arrive first. Owning a funnel from acquisition to completed transaction.

Correctness-critical systems

Payments, time capture and billing where rules differ per region and an error is money.

Zero to one in a large company

A new business line from nothing — first product, first customers, then absorbing an acquisition.

Growth engineering

A ~$12M paid budget with P/L, plus the bidding algorithms and data warehouse under it. Reported to the CMO, CEO and CTO.

Still building it myself

Django, React, TypeScript, Redis, RabbitMQ, AWS. A lead-routing service worth ~$4M incremental. A master's in engineering management on top.