Ireland
20 years leading delivery across financial services, energy and technology programmes. I've run multi-team programmes for sovereign wealth funds, central banks, investment banks and major consultancies across Ireland, Australia, Singapore and the Americas. My core work is getting complex programmes structured, visible and moving. I've done that client-side, in consulting at Director level, and from the vendor side, so I understand the pressures from all parts of the model. More recently I've been building AI-native delivery approaches in live environments, including LLM agents for backlog automation, sprint reporting and dependency tracking, and a full AI-native SDLC. Not planning it, actually building and running it. I'm strongest where things are complex, the stakes are real, and delivery needs to be brought properly under control.
Led end-to-end delivery of integration programmes for eCommerce, CRM, Logistics (e.g. Netsuite, Shopify and Shopware), coordinating cross-functional engineering teams across regions and aligning technical delivery with client outcomes. Designed and implemented an AI-native SDLC from the ground up, embedding LLM agents into the delivery workflow rather than bolting AI on at the end. Built agents to automate backlog generation, user story creation and task management, reducing manual overhead significantly. Built separate agents to automate daily reporting, blocker notifications, dependency tracking and sprint burndown reporting at both team and individual level. The result was a significant compression of delivery timelines, with discovery cycles moving from weeks to days, and a measurable improvement in backlog quality and delivery predictability.
Director in the Financial Services Advisory practice, leading product and delivery transformation engagements for major Irish financial institutions. Primary engagement was with Permanent TSB, one of Ireland's main retail banks, where I led a full redesign of their technology operating model from top to bottom. This covered the funnel of work and demand prioritisation, the funding model, the staffing model, and the delivery model itself. Not incremental improvement but a ground up redesign of how technology work was initiated, resourced and delivered. Additionally, led a HR/Finance Transformation with Fenergo to lean out theoir processes, remove waste, and centralised their systems via via Oracle Product Suite.
Member of the senior leadership team leading the digital transformation of EY's Talent function, aligning delivery with strategic business outcomes across a complex internal programme. Defined and implemented a lean-agile operating model across the functionand led analytics and automation initiatives that improved workforce and performance data visibility. Managed vendor delivery and offshore teams, acting as the bridge between business strategy and delivery execution.
Led the operating model redesign for the Data Science function within one of Europe's most highly regulated financial institutions. Rebuilt the operating model around a product-oriented governance framework, cutting cycle times by 40 percent and reducing feedback loops. Customised Microsoft DevOps templates for product management, enabling data-driven decision making across the function. Assessed agile maturity across teams and guided leadership through a structured Lean-Agile transition that delivered faster project delivery and stronger alignment with organisational goals.
Part-time advisory role across two early stage startups, focusing on product strategy, operating model design and go-to-market planning. Advised founders on MVP delivery approaches, prioritisation frameworks and investor positioning through structured product thinking.