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Bio

I work on the gap between an AI strategy that reads well and a system that survives contact with a regulated environment. That gap is usually not modelling talent. It is governance that was designed for software that changes quarterly, meeting systems that change weekly.

Most of my work sits in three places: the operating model that decides who owns an AI system once the pilot team disbands, the evidence plumbing that turns evaluation from a development tool into a control second line will accept, and the cloud economics that decide whether any of it is affordable at production scale.

Before that, two decades of building and running platforms in financial services — long enough to have been on both sides of the review that kills a promising system, and to be suspicious of anyone selling a shortcut through it.