When your operations are costing you customers, money or sleep, I fix them, and I make sure they stay fixed.
16+ years running the platforms that telecom and fintech companies cannot afford to lose. I bring calm to messy operations, cut cost without cutting service, and build teams that keep delivering long after I leave.
Years in telecom, digital payments and aviation technology
People led globally, with a $10M+ P&L
Enterprise telecom and fintech customers
Annual transaction value on the platforms I ran
These are the problems leaders bring to me most often. If one of them is keeping you up at night, I have already fixed it somewhere else, at scale, with real customers watching.
I find where incidents really come from, put proper monitoring and on-call in place, and make sure every outage leads to a permanent fix, not a quick patch.
I map every SLA to an owner, a measure and an early warning, so breaches are prevented instead of explained after the fact.
I design and stand up a 24/7 operations centre: the people, shifts, tools, escalation paths and runbooks, sized to your business.
I redesign the operating model so the right work sits with the right team, remove duplication and protect service quality while cost comes down.
I build pricing and managed service models that link what you promise customers to what it actually costs to deliver.
I bring in continuous delivery, automated checks and clear release rules, so changes go live quickly and safely.
I plan and run the transition so customers never feel it: knowledge transfer, joint support, then a clean handover to your team.
I restructure roles, fix the processes that create the fires and coach your managers, so the team spends its time improving things instead of rescuing them.
I build disaster recovery and business continuity plans, then test them for real, so recovery is a drill and not a crisis.
Don't see your problem here? Tell me about it. If it involves operations, technology or service delivery, there is a good chance I have dealt with something very similar.
I started as an engineer and worked my way up to Vice President, with a turn as Head of IT for an airline along the way. I understand what your engineers are dealing with and what your board is asking for, and I can connect the two.
After 16+ years I recognise the patterns. Most problems I am brought in for, I have seen before, so we skip the guesswork and get to the fix.
I don't hand you a report and leave. I put the processes, measures and people in place so the improvement lasts after I step back.
I can go deep with your technical team in the morning and present the plan, the risk and the numbers to your CEO in the afternoon.
50+ enterprise customers, 18 telecom operators, 200M+ subscribers and platforms moving $12B+ a year. Your problem will not be too big.
These shape how I build teams, and they are what I leave behind in every organisation I work with.
If the team needs you every time, the process has not been set up properly. I build teams that run smoothly without me in the room.
A team that respects you out of fear will never point out your mistakes, and a leader nobody corrects is heading the wrong way. I want people who tell me when I am wrong.
Orders alone never get things done. When people understand why, they own the result and see it through.
Mistakes show that people are trying new things, so I welcome them. Repeating the same mistake is what concerns me.
A leader must have time to think about the future, while the team focuses on the day to day. I set things up so both can happen.
Every engagement starts with a short call. If I am not the right person for what you need, I will tell you, and point you to someone who is.
A focused review of how your operations really run, with a clear, prioritised plan at the end.
A senior sounding board for your operations and delivery leaders, a few days a month.
I step in to lead operations or delivery while you hire, restructure or recover a key account.
The same sequence I have used to run operations for dozens of enterprise customers, scaled down to fit your situation.
Talk to your leaders, your teams and, where possible, your customers.
Look at the data: incidents, SLAs, backlog, cost and team structure.
Agree a short list of changes with owners, dates and measures.
Make the changes stick, then hand over to a team that can carry them.
Describe the problem in a few lines. I read every message myself and reply within two working days. After one short call you will know whether I can fix it, how I would approach it, and roughly how long it will take.
For larger engagements I work through my company, TechBridge Technologies.