Leadership

Delivery Management

I ran delivery across concurrent client and product projects, with written requirements and delivery metrics.

Used on

2022–2026

Smarter.Codes' internal desk that qualifies, estimates, prices and proposes consulting jobs, bridging business development and delivery teams.

2023

A tracker project for commercial requirement-engineering work.

2022–2024

An internal operations desk handling equipment, tool accounts, time tracking, invoices and interview logistics for Smarter.Codes staff.

2021–2025

A shared agent inbox where support teams answer customers from WhatsApp, email, Telegram or a custom API in one queue.

2023 · Consulting business-development desk

Situation: Technology choices were announced rather than argued, so nobody outside the room could challenge them and debates reopened later.
Task: Make the reasoning behind each decision outlive the decision, without imposing heavy documentation.
Action: I set a standing practice: name the choice, name the closest shortlisted alternative, and link to where the why lives, in a small table.
Result: The practice carried across projects and became what new decisions arrive with, so decisions can be reviewed on their reasoning.

2023 · Omnichannel agent inbox

Situation: A messaging product ran Keycloak for identity, yet users, roles and organisations already lived in Dgraph, so every write landed twice.
Task: Remove the dual write and its compensating code, and get to one store of record.
Action: I checked which Keycloak features were used, found none beyond authentication, which NestJS covers, and wrote a decision record proposing its removal.
Result: The dependency and its rollback logic came out, leaving the backend with a single store of record.

2026 · Consulting business-development desk

Situation: Cloud spend was climbing, and no single person could see which servers it went to because billing access was split.
Task: Establish the real footprint before deciding what to shut down.
Action: I scripted a sweep across cloud projects that listed every virtual machine with its project and state, then sequenced access, pruning and backups.
Result: Pruning followed the inventory instead of guesswork, and the sweep set the order of what to stop.

2026 · Consulting business-development desk

Situation: A senior engineering candidate had been assessed by a reviewer I trusted, and the recommendation was already written.
Task: Decide whether I agreed by reading the candidate's actual work rather than the review of it.
Action: I reviewed both pull requests, issue discussions and documents independently, then wrote my assessment point by point, differing on the algorithmic work.
Result: The decision changed on the merits, and the reviewer could see which points I accepted, setting the expectation that recommendations are examined.

2025 · Consulting business-development desk

Situation: Two pipelines had each been split into many microservices that shipped, failed and were debugged together, adding cost without independence.
Task: Make the case for consolidation on operational cost, with the boundary authors in the room.
Action: I wrote up the reasoning for a loosely coupled monolith, keeping only the seams with distinct scaling or failure characteristics and merging the rest.
Result: Fewer services to deploy, fewer cross-service failures to trace, and each remaining split could be defended individually.

2025 · Consulting business-development desk

Situation: Model spend was climbing across products, and the instinct was to change models or shrink prompts without breaking the bill down.
Task: Cut cost through a mechanism we could explain, without switching to a cheaper model and losing quality.
Action: I reviewed usage per project so consumption was attributable, saw identical completions paid for repeatedly, implemented prompt-completion caching, and tracked the bill afterwards.
Result: Cost fell sharply with no change to models or outputs.