Technology, risk and governance
Thirty years inside technology. Now helping boards oversee it.
My career in technology has run from the RAF, through roles as a company director and chief technical officer, to specialist work on how organisations manage information in defence, nuclear, finance, regulation and the public sector. I now bring that experience to the board table: asking the questions that show whether technology, data and risk are really under control, and making the answers useful to people who are not technologists.
What I bring to a board
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Experience where the stakes are high
More than thirty years in technology, much of it in regulated and safety-critical settings. At a UK government-owned nuclear organisation with rail and maritime sites around the UK and abroad, I was architect and project lead for restructuring how information was stored and classified, and bringing it onto a single controlled platform.
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Information, data and technology risk
I have designed how organisations store, share and protect information. I know what good looks like, and where assurance reports tend to be too optimistic.
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Spending decisions with the consequences in view
As chief technical officer, I put every budget and major purchase forward with the consequences of approving it, refusing it or delaying it. These ranged from backup power for the server room to call recording for the dealing desk. I now ask management the same: what will this change, what happens if we don't do it, and how will we know it has worked?
