Two decades inside the engine room of scaling technology businesses.

I've spent two decades building and leading engineering teams inside some of the most demanding consumer technology businesses in Europe — and I now bring that experience to B2B scale-ups navigating the same inflection points.

Across my career I've led engineering at marketplace technology at Just Eat, high-traffic travel at lastminute.com, and enterprise-scale commerce at eBay. Each one taught a different lesson about resilience, organisational design and what actually drives commercial outcomes.

What I learnt is that scale-up failure is rarely about the technology itself. It's about the operating model around it — the architecture decisions made (or avoided) at Series A, the hiring loop that never quite caught up with growth, the delivery rituals that worked at twelve people and collapsed at fifty.

Today I work as fractional CTO with Movanex, and with founders, boards and investors facing those exact inflection points. I embed in the business, take ownership of the technology function, and apply a five-stage blueprint refined in the trenches. As a board advisor I bring the clarity and credibility that high-stakes technology decisions — and investor conversations — demand.

The goal is always the same: turn your technology function from a source of risk into your most defensible competitive advantage.

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