Governance · Delivery · Scale
What I bring to a company
I'm a working CTO, not a consultant who hands over a slide deck and leaves. Over seventeen years I've learned that a system's quality isn't what's in the architecture diagram — it's what happens when it's under pressure, in front of someone who didn't choose to be there. That's the standard I build to, and the standard I hold teams to.
Where I add value
I turn ambiguous mandates into results the board can point to
Give me a vague business problem and a deadline, and I will return a plan, a budget, and — on schedule — something real running at scale. That gap between "what the board wants" and "what actually gets delivered" is where I operate.
I speak both languages: boardroom and backlog
I write the proposals that win projects and the architecture that delivers them. Most CTOs are strong at one; the ones that move organizations forward are fluent in both.
I build for scrutiny, not just uptime
Government and enterprise software gets audited, procured, and inspected. I design with compliance, security, and procurement realities baked in from day one — not bolted on before a deadline.
I scale teams without slowing delivery
Agile frameworks are a means, not a religion. I run teams that ship 8–10 product increments a month because the process serves the delivery, not the other way round.
Background
2007 – 2008 · Smartlink BPO, Flynas
Ran daily operations for an 80-agent customer-support team, cut the dropped-call rate by 56% through weekly call-volume analysis, and led a digital-transformation initiative that lifted CSAT by 29% and cut average handle time by over 40%. First lesson in technology as a lever, not a decoration.
2008 – 2012 · Orientec Group → Viable Dimensions
Moved into project management proper — secured six- and seven-figure projects (including a USD 6.2M portfolio at an 87% closure rate), then ran the Saudi sales office for a US-based BPO, building the discipline of planning, budgeting, and delivering against deadlines someone else set.
2012 – present · CTO, Zadip Group
Leading technology strategy and delivery for the group — six flagship products now generating $5.33M a year and serving over 700,000 users across the region, plus $3.46M won directly through proposals I personally authored and pitched. The business case and the build are the same discipline to me.
Education
MBA — Strategy & Optimization of Business Applications in Digital Marketplaces
Cardiff Metropolitan University · expected 2026
BSc Computing — First-Class Honours
University of Central Lancashire · 2016 – 2020
Certifications
CSM · Scrum Alliance
PSM I · Scrum.org
PMP · PMI
TOGAF® 9 · in progress
Also: Certified NSOS Professional (DIGINFO — advanced Linux administration, virtualization, cloud architecture & VAPT), TOGAF® pursuing.