I build the systems that businesses quietly depend on, and I have been doing it since before the web had a business model.
30 years in Information Technology has meant four near-complete reinventions of the toolkit — client–server and hand-built ERP, enterprise integration, cloud, and now model-led systems. What has not changed is the shape of the work: understand the domain deeply, choose the constraints deliberately, and leave behind something the next team can safely modify.
Most of that career has been spent at enterprise scale. I spent thirteen years as global delivery manager and chief architect on a metals manufacturer’s estate — roughly 500 specialists, four data centres, four continents — then six years directing an Oracle solution practice across communications, hi-tech, manufacturing, life sciences, healthcare and logistics as those estates moved to the cloud. Overseas delivery took me through the USA, Australia, Brazil, Ireland, Switzerland, Hungary, the UAE, Singapore and Tanzania. The interesting problems were rarely the algorithms. They were migrations that could not take the business offline, integrations across teams that had never met, and the long negotiation between what the architecture wants and what the calendar allows.
Today I am Senior Director, IEP.AI Technology Office at Cognizant, leading the strategy, architecture and delivery of enterprise-grade IP platforms across generative and agentic AI, Industry 4.0, digital twins, XR, conversational AI, robotics and responsible AI. That includes Cognizant Neuro® AI Enterprise Core — the lifecycle layer for context engineering, prompt orchestration, agent frameworks, knowledge-graph grounding, vector search and model governance — alongside AutoML platforms, supply-chain digital twins and enterprise copilots that plug into SAP, Oracle, Salesforce, ServiceNow and the major cloud hyperscalers.
The question I ask of all of it is the same one I have asked for three decades: will this still be a good idea in five years? This site is where I write down the answers — the decisions that held, the ones that did not, and what I would tell a younger engineer standing at the near end of the bridge.