Joining in January 2016, he has orchestrated enterprise-scale cloud migrations, middleware application refactoring, and API-led integration architectures across public sector and tier-one corporate clients.
Methodologies: Agile Scrum ceremonies, Waterfall frameworks, and hybrid delivery patterns
Core Competencies: Hybrid cloud migrations, API lifecycle architectures, cross-data centre integration, multi-supplier governance, and financial forecasting
Key Clients Served: UK Government, MuleSoft / Salesforce, Jaguar Land Rover, Royal Mail Group, NATS, and Welsh Water
Detailed Capgemini Projects Timeline Breakdown by Year:
2016 – 2017: Aerospace & Defence Integration & Postal Infrastructure
Aerospace & Defence Mobile Apps: Managed an Agile Scrum delivery stream for a UK-wide Air Traffic organisation (NATS). He supervised the development of dual-layered Apple iOS applications rendering real-time airspace positioning data, separating sensitive internal military maps from public views.
Salesforce Portal Deployment: Led the enterprise integration and deployment of a Salesforce-driven Single Customer View (SCV) portal platform for defence stakeholders.
Postal Services Migration (May 2016 – Oct 2016): Appointed as PM for an award-winning £4.3 million Data Centre Migration project for a major postal client (Royal Mail Group). He directed 90 Capgemini engineers to shift 1,100+ critical interfaces—migrating file transmissions written in UNIX shell scripts and upgrading 150 interfaces processing through IBM ESB to safe software versions right before peak seasonal trading lockouts.
2017 – 2018: Automotive Supply Chain Middleware
Jaguar Land Rover iFAB Project: Directed the complex 12-month iFAB Middleware Project architecture development scheme. This cross-functional framework connected globally dispersed manufacturing supply components.
Supplier Governance: Coordinated on-site daily standups alongside integration engineering leads to accurately synchronize multiple software suppliers handling distinct tiers of middleware, messaging queues, and front-end architectures.
2018 – 2019: Enterprise API Platform Delivery (MuleSoft)
MuleSoft HQ Augmentation (October 2018 – June 2019): Embedded directly into MuleSoft’s London headquarters (Salesforce Tower) as a Senior Delivery Manager.
MuleSoft’s London office is located within the Salesforce Tower at 110 Bishopsgate.
Anypoint Platform Deployments: Guided multinational corporate clients through API-led connectivity lifecycles. This encompassed configuring Anypoint Code Builder structures, validating hyper-automation runtime layers, and ensuring architectural compliance against regulatory framework rules.
Anypoint Platform is the leading enterprise platform for building APIs, integrations & application networks
2019 – 2021: Large-Scale Public Sector Cloud Migration
UK Government Hybrid Cloud Transformation: Commanded a massive modernization program migrating a highly complex estate of legacy code.
130 Applications Transformed: Acted as the primary client escalation point to refactor, re-host, and re-platform 130 public-sector software applications into hybrid cloud environments. His responsibilities included aligning the massive multi-stack migration with strict GDPR protection directives and managing offshore project delivery targets.
2022: Utility Infrastructure & Cloud Upgrades
Water Utility EQS Cloud Shift: Dual-managed a £0.5 million technical contract moving an legacy document management environment (EQS) onto Microsoft Azure cloud structures via Enablon for Welsh Water and Scottish Water.
MS Dynamics 365 Evolution: Supervised a £0.4 million discovery and blueprint phase to move 12 legacy Microsoft Dynamics 2016 instances operating on outdated shared 8.2 infrastructure onto the unified Microsoft Dynamics 365 Online ecosystem. This involved authoring precise Statements of Work (SoW), custom exit strategies, and foundational Microsoft Project (MPP) tracking models.
Accolades: Won the prestigious Capgemini C&CA UK Communications & Engagement Award in December 2022 for outstanding delivery inside the Cloud & Custom Applications business unit.
C&CA UK’s Communications & Engagement Award Winner 2022 – Cloud & Custom Applications – Capgemini UK
In Scrum, capacity represents the total amount of available work time a team has for an upcoming sprint, while load is the actual amount of work the team pulls into that sprint.
Comparison Between Load & Capacity in Scrum
Understanding Capacity
Capacity acts as your ceiling. It is a forward-looking calculation performed right before sprint planning. It accounts for the reality of the upcoming calendar cycle.
To find a team’s capacity, you multiply total working days by the number of team members.
You then subtract non-productive time like public holidays, planned vacation days, and standard company meetings.
Finally, you apply a focus factor (typically around 70% to 80%) to account for daily distractions and context switching.
Understanding Load
Load represents the weight of the commitments made by the developers. It is the cumulative volume of user stories and tasks that the team intends to deliver during the sprint.
Load is entirely determined by how the team estimates the product backlog items pulled into the sprint.
Unlike capacity (which is restricted by time), load can theoretically be pushed to any level, though overloading creates major delivery risks.
Balancing the Relationship
The ultimate goal of a Scrum Master is to help the team balance load against capacity to maintain a sustainable pace.
The Safe Zone: Best practices dictate keeping your load at 10% to 20% below your absolute capacity. This visual buffer creates room for unexpected blockers or minor illness.
The Danger Zone (Overcommitment): An exact match where load equals capacity is considered an anti-pattern in Agile frameworks. It strips the team of flexibility, spikes burnout, encourages poor-quality code, and almost always leads to missed sprint goals.
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