A human copilot for technology leaders.

Seven moments when the job changes.

1. Your first few teams.

   Decisions that took a day now take a week, and you are still in the middle of every one.

2. Many teams.

   Ownership has gone blurry, and the architecture that got you here has started pushing back.

3. Teams of teams.

   You grew into the role as the organisation grew around you. Now it needs designing, not just running.

4. Your teams and AI.

   A few people working faster is the easy part. The real shift is rethinking how your software gets built, tested and shipped, so the whole organisation works better with AI, not just quicker.

5. Your product and AI.

   Customers expect it, competitors are shipping it, and the real question is where it makes your product better, not just newer.

6. Your scope just grew.

   What made you good at the last job won't be enough for this one.

7. You're investing in a company.

   You want an independent read on how healthy its engineering really is.

Often it's two or three at once. That's usually when I get a call.

Building got cheaper. Thinking didn't.

Three modes. Sometimes one, sometimes all three.

1. 01

   A 30-minute call

   Where you are, what's in the way, and whether I'm the right person. No pitch.

   30 min
2. 02

   A short written proposal

   My read of the situation, the mode, cadence, duration, and what success looks like.

   in writing
3. 03

   We start

   We review on a fixed rhythm, and we stop when the goal is met.

   fixed rhythm

I still build. It keeps my judgment honest.

On the culture side, a manifesto for engineers who build end to end: devwhateverops.com

Four stages, one thread.

From first platforms to enterprise scale, the constant has been hands-on engineering and leadership, most of it in a trio with product and design.

1. Close to the business

   Pamet, Al-Faris, Comtrade · 2004–2009

   Began by writing code for clients across the world, including a stretch of on-site project work in the Middle East. Back home, the role grew into running the whole group, from a handful of engineers to several teams delivering for telcos, startups and large enterprises, with regular trips to the US to onboard customers and help win new work. It was the first time running a group while still designing the systems, and that habit stuck.

2. Digital, global footprint

   Blast Radius, Backbase · 2009–2014

   The agency years moved the work from building applications to crafting experiences. Engineers were a small part of teams full of designers and creatives, launching commerce platforms and international campaigns for some of the world's biggest brands, and pushing what was possible in craft and aesthetics.

   At Backbase, banking was moving out of the branch and onto every screen its customers owned. Alongside the leadership team of professional services, the practice grew from a small team into a large one, and for many banks it built the first experience their customers could reach from a phone or a browser: dozens of digital banking launches worldwide.

3. Day 0 to scale-up

   EclecticIQ · 2014–2020

   Joined at seed and led engineering from day zero, hands-on and as part of the leadership team, helping hold product, design and engineering together as one team. Much of the time went to being on site with early customers, learning what they were really trying to do, so the product was one they could actually use.

   Before we could ship an MVP, we had to work out what it should be, with the team and those early customers. Ten months in, it was in their hands. The first major clients followed, and the company grew through Series A and B to global operations and enterprise and government clients worldwide.

4. Enterprise impact

   ServiceNow · 2020–2025

   Led analytics products with 9-figure revenue through ServiceNow's fastest growth. As the company multiplied its customer base, our products had to scale with it, many times over, without breaking for the thousands of enterprise customers already on them.

   At the same time, the platform was reinventing itself. We re-platformed our analytics into a full end-to-end solution, rebuilt the dashboards and brought AI into them, from evaluation to production. It was like rebuilding the gearbox in the middle of Le Mans, in an enterprise where many other teams were working on the same car.

   What I'm proudest of is how we grew together. Product, design and engineering ran as one team, and I helped my peers in product management, UX and quality grow their organisations alongside mine. We shared one measure of success: customers using our products more, year after year.

Off the clock.