I hold one further non-executive appointment.
I'm the Chief Operating Officer of Stacuity, a programmable mobile network, and a non-executive director of Continent 8 Technologies, a global infrastructure and connectivity business. I also sit on the board of Hospice Isle of Man.
What I bring
Boards in regulated technology usually have investors, founders and finance well covered. What they more often lack is someone who has personally held the licence, built the platform, and been accountable to the regulator for both.
- Regulated operations, from the inside. I've been the named key person on an Isle of Man gambling licence, not an adviser to one. I know what the Gambling Supervision Commission actually expects, what a fit and proper assessment tests, and where boards discover too late that their compliance framework was decorative.
- Engineering that has to stay up. Network architecture, mobile signalling and high-availability systems design. I can read a technical risk register and tell you which items are real, which are theatre, and which are missing.
- Scaling without breaking the foundations. My day job is helping a growth stage business scale its operations. The failure mode I see most often is commercial growth outrunning the operational and regulatory base underneath it.
The seat I'm looking for
I'm most useful where the engineering is genuinely difficult, a regulator has real teeth, and the business is growing faster than its foundations. Connectivity and telecoms, regulated online gambling, or regulated technology more broadly. Founder-led or private equity backed, either suits, and I've served in both.
I'm based on the Isle of Man and work remotely by default. I can commit to monthly or quarterly in-person board meetings, with ad-hoc work between them.
My executive employer has formally approved capacity for two commercial non-executive appointments alongside my charity board. One is filled. This is the other.
On committees, my background points most naturally at risk and audit, where I've discharged the duties in practice rather than reviewed papers about them. I can also give a board proper technology and operational oversight, which is usually bought in.
If that sounds like the seat you're filling
I'd welcome a conversation, including an exploratory one where the timing isn't settled.