I have 18 years' experience working in Software Development, primarily working within the Gambling Industry. I originally started working in Software QA, but quickly moved into team management, and most recently manage multiple cross functional
teams throughout the entire software development lifecycle. My primary focus is now effectively managing teams and process across the entire software development lifecycle and ensuring that software is delivered on time, to an extremely
high quality, in a visible and clear way to all stakeholders.
One of my most recent projects has been implementing a new company wide organizational change to create several small, cross functional teams instead of functionally siloed teams. This has allowed me to explore the SDLC in greater detail and
make drastic improvements to the way the company works in all areas, at all levels to provide a better experience for everyone involved from the designers all the way to the customers.
During this change I was responsible for creating and implementing the new process which tracked all work items. While implementing this process I presented to all departments in the company to ensure full buy in and raised any potential problems
early in the process change. I also generated bespoke tools to allow us track work items across multiple teams in a web front end allowing any team member (developer or not) to easily track where every team was up to with their planned
work. I also created bespoke reports to allow our customers to be easily updated via the downloadable report without needing the development teams to give constant updates to multiple team’s members.
Prior to my time running the entire development team, I have had experience in all areas of the test process. From test planning through to test closure and feedback to stake holders. I have set up several teams during my time working in QA,
as well as being a major contributor to project management from start-up meetings to external compliance testing management. I have implemented several large-scale changes which have drastically improved overall quality within my teams
as well as reduce the time taken to test each project. I have extensive knowledge of testing processes and methodologies, the Gambling Act 2005, and the Technical Standards for all UK markets and international markets. Most recently the
requirements for South Africa, Slovenia and Argentina.
Software Development Director (Software Delivery)
Intelligent Gaming Systems (Playtech)
April 2020 - Present
- Currently leading 6 cross functional teams including 26 developers and 12 QA Engineers, delivering a wide range products for use across the entire casino
- Initially led a team of ten developers and six QA engineers
- Team grew significantly, including hiring a QA Manager, three QA Automation Engineers, and many more developers
- Led company wide initiative to break the product managers, development and QA functions into cross functional teams, leading to six independent teams, working closely together, to their own road maps
- Creation of multiple bespoke tools for the planning and the tracking of product teams work and reporting on progress.
- Creation of multiple bespoke tools to track software releases, release notes, BOM generators for installs, regulatory certificate tracking, etc.
- Scheduling of work into road maps
- Scheduling of work into sprints (before cross functional teams)
- Scrum Master for the initial team (before cross functional teams)
- Daily management of projects and reporting back to key stakeholders
- Hiring of new engineers
- Team training including security training in line with ISO 27001
- Regular reviews and objective setting
- Responsible for two apprentice development engineers and their training to complete the apprenticeship
- Lead of all major incidents including out of hours and customer relationship (before cross functional teams)
- ISO 27001 Section 14
Implemented Agile within the development and QA teams
Initially introduced Scrum to a large functionally led development team, including QA engineers. Acting as the Scrum Master while introducing the process, while assisting others with their new roles under Scrum including the Product
Owner and all developers. Upon a planned review and other changes within the company we decided that the Scrum model was too prescriptive and made a change towards Kanban. I was key in introducing Kanban as a methodology to the
company, designing and setting up the Kanban boards and migrating the backlog from a single Scrum backlog in Azure DevOps to multiple cross functional team projects in Azure DevOps
Implemented multiple processes to streamline software delivery and test
From introducing Kanban as a process, with all set up within Azure DevOps to incident management processes to Software Change Processes I have designed, implemented, and fostered adoption of multiple processes across multiple teams
to improve the SDLC for all members of the process. With my experience leading many different teams I have a unique insight into how process change will affect every team member and how to avoid common pitfalls when introducing
process to established teams.
Creation of multiple bespoke tools
When making changes to how the company tracked our development road maps and work items there were no tools commercially available that fixed all the problems we needed to resolve. Based on this I generated several bespoke tools to
resolve these problems. From a bespoke Scrum of Scrums board that allowed direct integration with Azure DevOps to show the current status of all the work in every team, to a bespoke software release page which tracked the latest
version of every component of the software, including its release history, dependant software, release notes, etc. I also generate web-based release form generator and release notes generator, which speed up the release process
considerably and allowed more efficient release of the software.
Oversaw the introduction of automated QA within the QA team
I oversaw the introduction of automated testing into the QA team. From the initial hiring of the first Automation Engineer, now manager, to the design and creation of the first automated tooling, to the up skilling of the existing
manual testers to be able to assist with running the automated tests.
Operations Manager
Intelligent Gaming Systems (Playtech)
June 2019 - April 2020
- Continued responsibility for the QA team, and leadership responsibility for the install and support departments
- Directly managing 9 Support Engineers while we tried to hire a new support manager
- Direct responsibility for the lifecycle of major incidents and ensuring the incident was resolved and all details fed back to the customer
- Oversaw the planning of the installation team and ensure all customer install deadlines were met
- ISO 27001 Section 14.2.8 and 14.2.9
Implemented multi-tier out of hours support system
Prior to me joining the Support department the support system was a single support engineer on call overnight without any back up. If an issue arose which they did not have the training for then they had to 'hope for the best' while
trying to call more experienced people. I introduced a multi-tier support system for out of hours so that all support engineers had the appropriate support from within the Technical Services team and support from the development
team on a rota basis where required.
Led the company in multiple critical incidents related to problematic software role outs
During the implementation of a new slots system multiple major incidents occurred due to several unforeseen circumstances. I was the lead for all these issues. I led the support team collecting data and required evidence, led the development
and QA team in finding and then fixing the issues, and kept all key stake holders up to date with the progress of the incident resolution. This included regular calls with customers to ensure they remained calm and were up to date
with the latest developments. These incidents all started out of hours and then continued into normal business hours for the fixes.
Led my departments in multiple major installations of the new, next generation software
During my time as the Operations Manager I oversaw multiple major installations across the world. The two biggest in Argentina and Monaco. Although we faced some major issues, we were able to overcome these and resolve all the issues
quickly enabling us to go live in the casinos.
QA Manager (started as QA Lead)
Intelligent Gaming Systems (Playtech)
May 2017 - August 2019
- Initially managing two QA engineers, growing to six QA engineers and technicians
- Scheduling work for all team members
- Hiring of new engineers
- Team Training
- All test planning
- All defect management, including management in the development team
- Implementing process and control on the department to achieve better results
- Crisis and incident management, including customer relationships during incidents
- Project management including customer relationships and key stakeholder reporting
- ISO 27001 Section 14.2.8 and 14.2.9
Implemented Test Cases and Release Management
Prior to me joining the company testing was done ad hoc based once the development had been completed. I first implemented a release process, tracking all the software which left the department and where it was being installed. Then
introduced a testing strategy which led into the release process. This included test cases being generated for new software changes, as well as building a regression pack of test cases for the existing software. Specific release
targets were introduced into each project and tracked for the project. I introduced Test Rail into the department, and this was used for all the test planning going forward.
Implemented incident management procedures for the entire development team
I introduced a new process for managing P1 incidents within the development team which gave each incident a lead engineer and specific lines of reporting for the length of the incident to ensure a quick resolution. The process brought
together all departments and led to quicker turnaround of fixes and clearer updates for the customers.
Content QA Manager
SG-Gaming
June 2013 - April 2017
- General management of team of 8 Engineers, 6 off site engineers (India training program) and number of contract engineers, on site as required
- Scheduling of work for team to meet release deadlines
- Daily scrum meetings
- Daily management of projects
- Reporting to senior management of project progression
- Hiring new engineers, interviewing and compliance handling
- Hiring contract staff and company compliance
- Team training
- Annual reviews and objective setting
- Test planning and organising test control measures
- Test analysis and design for all new markets
- Update and control of all existing test cases for all projects
- Updating processes and procedures based on results of each project
- Responsible for review and actions based on any issues reported from external test teams or from end users.
Quality Centre Implemented
Before leaving SG Gaming I was working on a project for both test teams to start using Quality Centre, moving away from the traditional excel documents which have been in use for the last several years. I have been solely responsible
for the transfer of all test cases in the software and the redesign of the test processes to accommodate Quality Centre. I was running the trail of the Quality Centre use within the teams and recording the results for review before
rolling the software out for general use in both test teams.
Trainee Program Initiated
I am responsible for the introduction and management of a trainee program. Set up for 2 years, I hired 3 trainee engineers and oversaw their introduction to testing and training throughout. I am responsible for setting development
targets and keeping track of their achievements and required areas of growth, dealing with any problems, and ensuring that at the end of the 2-year training the trainee is capable of independently testing a project to required
standards and legal requirements.
India training program
Before leaving SG Gaming I was responsible for the management, training and set up of India training program. Due to a company merger, we had access to offices and Test Engineers in India through our sister company. I arranged shipment
of our machines to India. I travelled to India to set up the machines and initiated a 9-month training program to get the team of 6 ready to work on slot games for the required markets. This required daily management to train the
engineers in maintaining the machines as well as updating the machine software and general QA training for the required markets. Initial visit required at start and after 3 months of project. Training was split into 3 phases; handover
to each phase was managed by me and agreed with my Management contact in India based on our pre-defined targets. I was still responsible for this team and had regular meetings to ensure the projects and team were meeting required
expectations until I left the company.
Team / Resource re-design
I was responsible for travelling to QA teams in London and Tallinn, Estonia to investigate differences between the in-house QA team and the external QA teams responsible for checking the work. Following these investigations, I was
key in having the department redesigned to give QA more room, more machines and given more time to work on projects. I also supervised the merger of 2 separate QA teams into a single team not connected to the development directors.
During this time, I re-wrote the entire QA scripts and process to incorporate all areas of test in more detail to give a better test scope for all projects. This was a key point in the team showing immediate improvement and after
a few months deliver the first game which was delivered to site without any issues from the external test teams. Months on from this it was the required standard that at least 90% of projects pass through this process on the first
submission.
Test / Project Engineer
Barcrest Group
June 2006 - June 2013
Operator
Barcrest Group
July 2004 - June 2006
Operator
Heads Recruitment (at Barcrest Group)
July 2002 - July 2004
Apprentice Maintenance Engineer
Ciba Specialty Chemicals
September 1999 - September 2002
Learning never stops. As well as the formal qualifications below, I am constantly striving to better myself. From when I first started out in a software development work environment and decided to teach myself to code, and ever since I have continued
to learn new work-based skills. Most recently my role has led me to focus on procedure, departmental improvements, and improved management techniques, however I still actively try to learn new practical skills such as new programming languages
or new workplace-based skills. Most recently I learnt Python as this became a requirement of the automation team. I also volunteered to be a workplace Mental Health First Aider in an effort to be able to support my staff better and ensure
they are getting the best help I can offer.
Mind.org.uk
Mental Health First Aider
2021
Grove Software Testing LTD
ISTQB Certified Tester Foundation Level
2016
Open University Certificate
Computing and Mathematics
2010
Tameside College
1999 - 2001
Stockport Education and Training Association
NVQ L2 Maintenance Engineering
1999 - 2000
Audenshaw High School
GCSE Math A
GCSE English Literature B
GCSE English Language C
GCSE Design and Technology B
GCSE History B GCSE Science (Dual Award) CC
GCSE Art C GCSE German C
1994 - 1999
As with most geeks I have multiple hobbies related to my work…
I enjoy coding and have multiple projects I work on. Mostly at home I do embedded coding on Raspberry Pi Pico. I am currently working on both an Ant Weight fighting robot and adding some fun electronic elements to my 40K Knights.
I enjoy tabletop gaming with my youngest son and have started collecting, building, and painting an army to play against his. I enjoy the strategy element of the gaming more than the painting, but I do enjoy getting to be creative away from
a screen.
I enjoy Front End development (JS, HTML, CSS) and have created multiple tools that I use while gaming with my kids.
I am massively interested in blacksmithing and knife making. I recently bought my own Anvil and have created multiple (although not very pretty yet!) knives. My dream is retire being able to do this all day!
I am a massive film geek and enjoy going to the cinema at least once a week. I can often be found there for the opening night of film releases.
I have two dogs who I enjoy walking, my aim is to walk 10km a day with them, split across multiple walks in the day. While walking the dogs I enjoy listening to podcasts and audio books. My podcasts range from movie and geek podcasts to cyber
security podcasts. My books range anywhere from technical and operational manuals to a good horror novel.