01  /  Senior Product Manager & Product Architect

I make complex systems simple to build and safe to run.

I work on platforms where the rules are strict, the stakes are high and the logic is tangled. I have built them in core banking, investments, securities and treasury. The same approach carries to any regulated product.

See the problems I solve Read the case studies
Legacy that can't moveRules that keep changingLogic nobody agrees onScale that breaks things

02  /  The problems I solve

The problems I am hired to solve.

Sector changes. These four do not. Each one is a pattern I have met in production, and each has a way of working that I trust.

01

The system can't change, but the business has to.

My move

Map what the platform really does, break it into modular capabilities, then change it one slice at a time without stopping the bank.

Proof

Mizan

Core banking platform
02

The rules keep changing faster than the product.

My move

Treat regulation as product behaviour. Encode rules as configuration with audit trails, so a policy change is a setting, not a rebuild.

Proof

SeaBaas Securities

Securities and investments
03

Nobody agrees what the product actually does.

My move

Write the domain down precisely. Shared models, clear states and decision logs give business, design and engineering one picture.

Proof

SeaBaas

Core banking platform
04

It works in the demo and breaks at scale.

My move

Design for failure first: reconciliation, idempotency, observability and graceful degradation, proven well before launch day.

Proof

Treasury & Money Markets

Treasury operations

03  /  Proof in production

Proof that it holds up in production.

3.3bn+Transactions processed
£2.3m+Equivalent transfer revenue
2,900+Aggregate bank users
6+Production deployments
99%+Platform uptime

04  /  Selected work, read by problem

Four systems. Four problems.

Each case study starts with the problem, not the product. Open one to see the full story.

Legacy that can't move

Mizan

Core banking platform

Read case study
The problem

A bank needed a modern core without a risky big-bang migration.

What I did

Decomposed the platform into modular capabilities, set clear service boundaries and sequenced delivery in slices.

What changed

A modular core that teams can extend without rewriting it, live in production.
Logic nobody agrees on

SeaBaas

Core banking platform

Read case study
The problem

Business, design and engineering each carried a different picture of how the product should behave.

What I did

Wrote the domain model, states and rules down once, then used it as the shared source for specs, design and tests.

What changed

Fewer clarification loops and a platform that repeats across 5 bank implementations.
Rules that keep changing

SeaBaas Securities

Securities and investments

Read case study
The problem

Securities products carry dense, shifting rules that were buried inside code.

What I did

Treated rules as configurable product behaviour, with audit trails and clear ownership.

What changed

Policy changes became configuration work, not engineering projects.
Scale that breaks things

Treasury & Money Markets

Treasury operations

Read case study
The problem

Treasury flows had to stay correct under volume, with no room for silent errors.

What I did

Built reconciliation, idempotent operations and monitoring into the core flows before launch.

What changed

Money movement that holds under load, in line with 99%+ platform uptime.

05  /  How I work

Five moves I make on every platform.

01

Decompose

Break the system into parts a team can own.

02

Define

State behaviour, rules and edge cases precisely.

03

Build

Ship in thin slices that earn trust early.

04

Connect

Align APIs, teams and data flows.

05

Scale

Prove it under real volume and regulation.

The goal isn't more documentation. It's less ambiguity.

06  /  Beyond one sector

The problems travel. So does the method.

I have proved it in four financial domains. The same four problems show up wherever money, regulation and software meet.

Where I have done it
Core bankingInvestmentsSecuritiesTreasury and money markets
Where it applies
PaymentsLendingWealth platformsInsuranceRegtechOpen banking

07  /  Working in UK financial services

Designed for the way the UK regulates.

UK regulation changes the shape of the problem. This is how I design for it, starting from the expectation rather than working around it.

Consumer Duty

Outcomes, not just features

Design products around the outcome a customer should get, with evidence that it is delivered.

Open Banking

Open by design

Clean APIs and clear data contracts make partnerships, consent and reporting easier to get right.

Operational resilience

Resilient by default

Name the critical services, set impact tolerances and design recovery paths before launch.

08  /  Leadership

I stay with the product all the way through.

Architecture is only useful if teams can execute it. I lead product managers and designers, and align engineering, from the first model to the last release.

8Product managers led
4Product designers led
80+Engineers aligned across delivery
5Successful platform implementations

09  /  About

I started with design. I stayed for the system.

I began in web and design, then moved into product leadership across fintech and digital media. Design taught me to start with the person using the system. Product architecture taught me to respect the system underneath.

cares about clarity
cares about outcomes
cares about how the whole system works

10  /  Contact

Let's talk.

Hiring for a Senior, Lead or Principal Product Manager on a complex, regulated platform? I would like to hear what you are building.

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