Leading a cross-cultural Cloud Platform and DevOps organization across UK, Germany, Romania, and Spain. Responsible for cloud platform strategy, cloud landingzone infrastructure, CI/CD, observability, SRE, and FinOps. I am on a mission to build a resilient, cost-effective platform that accelerates the entire engineering organization.
Rebuilt the team from 6 to 12 engineers in 10 months after a restructure, hiring across several European countries to staff DevOps in every product domain, filling skill gaps with a deliberate 1/5/6 junior-mid-senior mix while maintaining delivery and operational stability throughout.
Established the FinOps function from scratch, achieving $84,000+ in monthly recurring savings across AWS and Datadog within 6 months on $3.5M+ of annual spend, and reducing budget forecast variance from 20% to 3% through a structured, domain-level cost planning process.
Led the CI/CD platform modernisation, replacing Jenkins, Harbor, and Nexus with GitHub Actions and cloud-native tooling, which became the company-wide CI/CD standard with about 50 engineers contributing. Golden pipelines cut new project initialization time by 16 hours, eliminated 10 weekly support tickets, use OIDC short-lived credentials, and include an emergency deployment mode for when GitHub is down.
Built a GitHub Actions pipeline that lets engineering teams get GitHub Copilot access themselves.
Leading the datacenter-to-AWS migration of 1,400+ VMs: ran vendor selection and secured $150,000 in AWS MAP funding to fully fund phase one by connecting the right stakeholders and reworking the vendor ARR model, which resulted in a signed contract within 7 months. Datacenter exit is planned for 2027.
Wrote and implemented the "You Build It, You Run It" operating model and a company-wide SRE strategy, clarifying ownership across all team types and re-implementing incident management ahead of a security audit.
Moved DevOps from a central team that had become a bottleneck into the product domains, with two enablement engineers per domain, and took the team through the change in 1:1s and a ways-of-working workshop that produced the guide for enablement engineers.
Drove the observability strategy, standardizing on OTEL and Vector to reduce complexity and cost across 15+ engineering teams.
Raised engineering teams' DX survey rating of DevOps/CPE from 68 to 82 and my team's rating of me and P&T from 62 to 73, while Focus Time, Supporter of the Week, and psychological-safety check-ins helped lift the Peakon engagement score from 7.2 to 8.3.
