Experience broad enough to see the whole system. Practical enough to fix it.

I am an operations executive. For more than 25 years I have led the parts of a business that turn intent into product: engineering release, manufacturing, supply chain, quality, systems and service. That work has been done inside start-ups preparing for funding and finding their first repeatable build, scale-ups whose growth had outrun their controls, and established businesses facing transformation.

The experience spans hardware and electronics, medical devices and other regulated products, contract manufacturing, global supply chains, quality systems and service operations — including AI-enabled connected devices, machine-learning analytics and smart consumer hardware. I have outsourced more than 50 product families and worked with six of the world's top ten contract manufacturers, which means I know what those relationships look like from both sides of the table.

My education combines engineering, business and law, and my doctoral research examined the factors that drive company success. The engineering gives me the technical depth to challenge a design or a process. The commercial and legal grounding shapes how I negotiate, contract and manage risk. The research gives me a structured view of why some companies convert capability into performance and others do not.

That combination matters because operational problems are rarely contained. A warranty problem is usually a design, supplier and feedback problem. A missed launch is usually a control and ownership problem. Seeing the whole system — and having built each part of it — is what makes the fix durable rather than cosmetic. He also contributes to industry, founder and investor discussions on deep-tech scale-up, industrialisation and operational readiness.