Product leadership in financial services, specialised in data and AI transformation.

Most senior product roles in banking ask you to choose: deliver the modern thing, or keep the old thing running. I've spent the last six years doing both at once — running a legacy on-prem data estate that the bank still reports from, while standing up the GCP architecture that will replace it.

That dual mandate changes how I think about everything. Compliance isn't a downstream check — it's an acceptance criterion. Cloud migration isn't a goal — it's a sequence of low-risk increments tied to business value. Stakeholders across six divisions don't get a single roadmap — they get one that meets each of them where they are.

The work I'm proudest of isn't the architecture diagrams. It's the moment a Risk Director, a regulator and a platform engineer all read the same backlog and recognise their problem in it.