What the work looked like
Seven pieces of work: what the situation was, what I did, and what changed. Agency-era work is described as delivery I led; the agencies held the client relationships.
One source of truth for a high-value dispute
Independent · 2025–26
The situation
A live, high-value dispute with no structure to it. Hundreds of PDFs of 30 to 50 pages or more, thousands of emails in threads that ran for pages, reports, recordings and schedules, all on unconnected reference systems. The same issue appeared in several places, described differently by different people. Dates, context and who said what were getting lost.
What I did
Built a case-management system that pulls it all into one navigable view. Every item is cited back to its exact source. Where several sources describe the same issue, they are merged into one record with each position side by side. It holds a timeline of what happened, when and by whom, and surfaces contradictions and gaps. The work was broken into orchestrated tasks with sub-agents checking against defined criteria, the same discipline as structuring sprint work.
What changed
Around 1,800 records reconciled across five independent sources, with filters, an evidence schedule, gap analysis and exports. The legal team work from it as the single source of truth.
Sixty-nine pages, no acceptance criteria
Independent review
The situation
A 69-page brief for a significant build. It described a great deal, but had no acceptance criteria and no milestones. Estimates for the same work ranged from nine months to two years.
What I did
Reviewed it as a delivery lead would before signing anything: where the client and an agency would read it differently, which requirements could not be tested, what was missing entirely, and what should be phased.
What changed
A clear view of why the estimates were so far apart, and what it would take to make the brief buildable: milestones, and for every part of the statement of work a defined output, an agreed cost and a test for sign-off.
Acceptance criteria as the standard, at two agencies
Agency roles · GSL Media and Foundation Commerce
The situation
Work entering development with loose briefs, so developers interpreted, clients disagreed with the result, and the rework ate budgets and retainers.
What I did
Made acceptance criteria and structured briefs, with a short video walkthrough, mandatory before anything entered development. Started in the bug pipeline, where rework was most visible, and wrote the first ones myself. Introduced automated regression testing alongside.
What changed
Complying became quicker than not: thirty seconds of screen recording replaced ten minutes of written description. Developers built it right first time more often, and the time saved went back into the next piece of work.
Two operations platforms, rebuilt around the work
Agency roles · GSL Media and Foundation Commerce
The situation
At one agency, a migration from Trello to Productive.io had been done badly. At another, Avaza had been bought and barely used. In both, the real picture lived in spreadsheets and people’s heads.
What I did
Started from how work actually moved, then rebuilt project structures, budgeting, time recording and reporting to match, and trained project managers, coordinators, developers and leadership, each in the part they needed.
What changed
Both platforms became the agencies’ operating backbone. Resourcing decisions could be made on real numbers: who was available, what they cost, and what experience the work needed.
Security patching, from months behind to 24 hours
Agency role · Foundation Commerce · Senior Delivery / Project Manager
The situation
Patching and upgrades across a portfolio of client eCommerce sites had fallen months behind each release.
What I did
Led the agency development team through a planned patching process: mapped the releases and affected stores, scheduled the work, and maintained a clean staging environment for testing before deployment.
What changed
Reduced security patching delays from months, through weeks and days, to within 24 hours of release with the agency development team. The result demonstrates delivery leadership, planning and coordination in that agency role.
Portals, booking and integrations, from brief to launch
Agency role · GSL Media
The situation
Clients whose needs went beyond a website: people who needed access, bookings with rules, and data from outside systems.
What I did
Scoped and led delivery of an office and coworking booking portal with digital access-code management, a secure client document portal, a product configurator for a marine business, and a Google Maps land-measurement tool feeding dynamic product recommendations. Also led Magento to WooCommerce migrations, including a 250,000-product catalogue and a vehicle lookup built on DVLA and parts data.
What changed
Each one scoped, built, tested against agreed criteria and handed over.
This site, six demo sites and twelve free tools
Independent · 2026
The situation
A new business needs proof that is honest and current, not borrowed from past employers.
What I did
Built working demos for six fictional businesses (a hotel group, a small hotel, a shop, a trade portal, a barber and a holiday let) and twelve free tools and guides, from a proposal comparison to a document intelligence demo. Built with AI-assisted development in Claude Code, and scoped, tested and documented like client work.
What changed
Every demo and tool on this site can be opened and tried. They are what a build from me looks like.
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