London, England, United Kingdom
I’ve spent the last decade building hiring systems in environments where speed and quality mattered equally. At Revolut, I helped scale engineering from 180 to 500+ people, hiring 600+ employees, reducing time-to-hire by 30%, and eliminating agency spend entirely. At Google, I built SRE teams across multiple EMEA hubs. At Windranger Labs, I hired across the Web3 ecosystem for projects including BitDAO, Mantle, and Game7. At Polygon Labs, I rebuilt the hiring model from the ground up, increasing Talent-sourced hires from 19% to 55% while reducing agency dependency to zero. More recently, my focus has shifted toward AI-native talent infrastructure. We’ve been rebuilding parts of the talent function around AI workflows, multi-agent systems, and automation, not just to make recruiting faster, but to rethink how hiring should work altogether. I think a lot of traditional recruiting operating models are going to change significantly over the next few years. The teams that adapt early will spend less time coordinating processes and more time improving decision quality, candidate experience, and organisational design. Alongside hiring, I’ve built bar-raiser programmes, designed structured hiring systems, supported spin-offs and ecosystem companies, and led Talent/People workstreams through integrations and new company formation. Currently spending a lot of time thinking about the intersection of AI, talent infrastructure, and Web3. Always happy to connect with people building in this space or rethinking how modern hiring functions should operate.
Polygon Labs builds and operates blockchain infrastructure for global payments. The Open Money Stack enables instant, reliable money movement at internet scale - Rebuilt the talent team & hiring model from the ground up. Talent-sourced hires from 19% to 55%, agency reliance to zero, time-to-hire from 34 to 27 days. - Built a multi-agent AI talent platform used company-wide. AI embedded into JDs, interview loops, req approvals, and hiring workflows. - Designed Hiring Champions: one bar-raiser programme, one scorecard, one hiring standard - Expanded Talent into an ecosystem function supporting spin-offs and partners. - Built the foundation for a commercial talent services model. - Led People/Talent workstreams for the company spinoffs and acquisitions/integrations.
Windranger was an ecosystem builder focused on incubating, investing in, and accelerating emerging Web3 projects. Portfolio included BitDAO, Game7, Mantle, Mirana, and Somnia. - Led the hiring function for Windranger Labs, focused on creating new organisational models through investing, accelerating, and incubating Web3 ecosystems (including BitDAO, Game7, Mantle, Mirana, and Somnia.) - Built talent pipelines across the rapidly evolving DAO and Web3 infrastructure space, recruiting for roles without established job descriptions or market benchmarks, requiring deep ecosystem knowledge and creative sourcing.
Gemini is a regulated cryptocurrency exchange and custodian founded by the Winklevoss twins. Products include a trading platform, crypto credit card, staking, and institutional custody services. - Hired to build our the EMEA hub (12 senior+ hires) in 4 months. - Hired US leadership: Principal Engineer, Director of SWE, Senior Engineering Manager. - Designed a Bar Raiser programme and coached 20+ hiring managers on structured assessment. - Owned the global EVP initiative.
Improbable builds technology for large-scale simulations and virtual worlds. The Games Technology Unit developed a distributed networking engine for multiplayer games and metaverse experiences - Promoted from Talent Lead to Head of TA for the global Games Technology Unit (~300 engineers) and Corporate/Commercial teams, operating as both strategic leader and hands-on IC for high-priority hires. - Reduced average time-to-hire from 60 to 45 days by adapting Agile Hiring methodology, improving recruiter fungibility, and implementing cross-org candidate sharing. -Co-designed the Talent Skills Curation strategy with the CTO, reducing attrition through internal mobility by creating a structured process for moving top performers across teams. - Navigated a 40% org reduction with professionalism, supporting the reorg process while maintaining hiring quality for remaining critical roles.