About Me
Strategic engineering leader across DevOps, SRE and platform operations in complex environments, including regulated sectors. Builds operating models, high-performing teams and standards-aligned governance that make cloud-native platforms reliable and compliant, with clear roles and RACI, an Internal Developer Platform mindset, and measurable CSFs.
Works closely with stakeholders to elicit and refine requirements, manage expectations, and route priorities into a transparent roadmap and backlog.
Proven people leader who runs regular 1:1s, mentoring and PDPs; sets clear role expectations and growth pathways; and translates organisational strategy into team OKRs and sprint goals, with a review cadence and dashboards to keep outcomes visible.
Education
Bangor University 2006-2007
M.Sc. Psychological Research (Clinical Psychology)
Bangor University 2003-2006
B.Sc. Psychology with Clinical and Health Psychology
Work & Experience
Evelyn Partners 09/26/2023
SRE & DevOps Manager
Overview: Brought in to establish DevOps and SRE in a fragmented organisation with no clear ownership. Built the functions from the ground up, aligned to cloud transformation goals, and created scalable, secure and well-governed engineering practices to support regulated financial services. Key Achievements: • Built the function in-house from scratch: Moved DevOps from external providers, consolidated a previously fragmented approach, and brought SRE ownership back from Release. • Built and stabilised the team under an FTC model: Grew to 5 engineers (3 DevOps, 2 SRE); advocated and secured conversion of most FTC hires to permanent roles, improving continuity, retention, and institutional knowledge. • Defined roles, responsibilities & RACI: Clarified service ownership, interfaces, and handoffs across legacy and cloud-native estates to reduce ambiguity and improve accountability. • Delivered the Internal Developer Platform (IDP): AKS-based, GitOps (ArgoCD) with Terraform/Helm; enabled developer self-service, introduced automated scaling, and generated material cost savings through standardisation and reuse. • Hardened operations & reliability: Introduced on-call and incident playbooks; aligned MTTR/MTTD reporting; integrated Prometheus, Loki, OpsGenie to support 24/7 readiness. • Instituted platform governance: Authored security, logging and monitoring policies; created audit-ready evidence and review cadences aligned to ISO 27001. • Created the strategic framework: Published the annual roadmap, authored the DevOps & SRE mission statement, and defined CSFs for 2025/26 (reliability, safety, value) with leadership dashboards/KPIs to track outcomes. • Embedded change control & documentation: Introduced platform change control for IDP enhancements; established living documentation in Confluence (authorship + review cadence). • People leadership: Ran monthly probation reviews for new starters, created a custom DevOps development pathway, held regular 1:1s, and aligned yearly and half-yearly objectives with business strategic goals and each engineer’s personal development plan.
Moneysupermarket Group 11/01/2021 - 09/15/2023
Platform Engineering Manager
Overview: Having thrived in the Infrastructure DevOps team at Moneysupermarket, I transitioned to a leadership role as the Engineering Manager, overseeing the shift from Inline DevOps Teams to a centralised Platform Engineering Team. I played a pivotal role in steering Moneysupermarket's technology initiatives to new heights. My leadership spanned a spectrum of responsibilities, from refining onboarding processes and instituting on-call practices to undertaking strategic technical planning for large-scale projects. Key Achievements: • Built a consistent onboarding programme: Introduced a buddy system and monthly probation checkpoints to speed up and standardise early support for new starters. • Implemented team-wide on-call coverage: Extended beyond central Infrastructure team to the full Platform Engineering team, improving incident responsiveness and operational efficiency. • Established Personal Development Plans (PDPs): Rolled out PDPs for all engineers based on SWOT analysis, learning style assessments and 12-month plans supported by regular 1:1s and clear growth pathways. • Led platform-scale initiatives: Directed technical planning for migration from self-hosted Kubernetes to Amazon EKS and delivered the rollout of Datadog for advanced monitoring/analytics. • Mentored and raised engineering standards: Provided mentorship and instituted peer reviews to support skill growth and code quality. • Drove hiring and performance alignment: Managed recruitment and set/ran OKRs to align individual contributions with team and business outcomes.