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Strong Engineering Leader with marketing and product expertise
Reuban Plant
,
London, United Kingdom
Experience
Other titles
Skills
I'm offering
15+ years of experience in Web Development, Digital Strategy, Product Strategy & Development, Solutions Architecture, Development Roadmaps and Development Strategy.
Dynamic leader passionate about digital strategy, data-led decisions and continuous iterative growth for benefit of user base. Known for resolving development delivery issues as well as implementing culture and company specific processes to minimize financial impact resulting from development bottlenecks. 7+ years of experience in business development, board-level stakeholder management, recruitment and organic business growth.
Dynamic leader passionate about digital strategy, data-led decisions and continuous iterative growth for benefit of user base. Known for resolving development delivery issues as well as implementing culture and company specific processes to minimize financial impact resulting from development bottlenecks. 7+ years of experience in business development, board-level stakeholder management, recruitment and organic business growth.
Markets
United Kingdom
Language
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2018 - ?
temp
Sr. VP of Engineering (Global) (Contract)
Dauntless Solutions.
Hired to take responsibility for multiple business streams as a result of business direction changing and increasing in headcount from 17 to 85 in 6 months - Development as a Solution function, Business Processes for Development, QA Protocol, UAT Protocol, Change Control Process, Infrastructure analysis and overall streamlining among others. Responsible for client relations where required and resources distributed across 3 time zones.
* Responsibility to define, scope, plan and architect multiple projects for clients. Projects included integrating two legacy ERPs into a custom built middleware to power an integrated online ERP for the world's leading T&M rental company; a global in-transit tracker for a military vendor which integrated with various logistics companies, accounting for all and visualising all states of the transit process; and the digitisation of North America's largest mat access company, allowing for better inventory control, order fulfillment, warehouse management and introducing IoT devices to better manage physical products.
* Responsible for doing existing development house (client in-house and outsourced) audits for portfolio companies to ascertain their capability and existing infrastructure / architecture to deliver transformation projects as per the specifications outlined by Dauntless Solutions.
* Responsibility for budget, resourcing and P&L of the Development function whilst running delivery of multiple multi-million products in timelines of 12 months or less.
* Notable success was delivery of a transformation solution to a Logistics company that radically improved sales conversion processes reducing conversion time from 1 day to 8 minutes and raised valuation of organisation from £1.2B to £2.1B in less than 18 months. Return on investment period for the £3m deliverable was ascertained to be less than 18 working days.
* Hiring and training of resources for clients to maintain the project once delivered and SLA period comes to an end. Ensuring that client's resources have a straight line of communication to ensure smooth working of the deliverable post final delivery.
* Redefining all technical liability and scope in all client facing documents (RFPs, SLAs and SOWs) to ensure minimized liability for out of scope work and clearer expectation of deliveries.
* Day to day responsibility of managing the department members through team-leads, ensuring morale and productivity remain high. Running 1-2-1's in addition to mentoring all levels of the department either directly or indirectly through development plans, leadership coaching etc.,
* Currently responsible for 4 projects including an American Government linked contract requiring specific Data & Infrastructure concerns totalling a delivery value in excess of £10m within the next 6 months.
* Responsibility to define, scope, plan and architect multiple projects for clients. Projects included integrating two legacy ERPs into a custom built middleware to power an integrated online ERP for the world's leading T&M rental company; a global in-transit tracker for a military vendor which integrated with various logistics companies, accounting for all and visualising all states of the transit process; and the digitisation of North America's largest mat access company, allowing for better inventory control, order fulfillment, warehouse management and introducing IoT devices to better manage physical products.
* Responsible for doing existing development house (client in-house and outsourced) audits for portfolio companies to ascertain their capability and existing infrastructure / architecture to deliver transformation projects as per the specifications outlined by Dauntless Solutions.
* Responsibility for budget, resourcing and P&L of the Development function whilst running delivery of multiple multi-million products in timelines of 12 months or less.
* Notable success was delivery of a transformation solution to a Logistics company that radically improved sales conversion processes reducing conversion time from 1 day to 8 minutes and raised valuation of organisation from £1.2B to £2.1B in less than 18 months. Return on investment period for the £3m deliverable was ascertained to be less than 18 working days.
* Hiring and training of resources for clients to maintain the project once delivered and SLA period comes to an end. Ensuring that client's resources have a straight line of communication to ensure smooth working of the deliverable post final delivery.
* Redefining all technical liability and scope in all client facing documents (RFPs, SLAs and SOWs) to ensure minimized liability for out of scope work and clearer expectation of deliveries.
* Day to day responsibility of managing the department members through team-leads, ensuring morale and productivity remain high. Running 1-2-1's in addition to mentoring all levels of the department either directly or indirectly through development plans, leadership coaching etc.,
* Currently responsible for 4 projects including an American Government linked contract requiring specific Data & Infrastructure concerns totalling a delivery value in excess of £10m within the next 6 months.
Engineering, Processes, Power, Online, Direction, Middleware, Organization, Development, Infrastructure, Transformation, QA, Coaching, Architecture, Less, Sales, Leadership, Iot, Management, Mentoring, ERP, Budget, Training
2017 - 2018
temp
Development Director / Chief Product Officer
FAXI.
(Contract)
Hired to take responsibility of two main streams of focus - Development as a function and overall product strategy and vision. Held accountability to board level and as well as liaise with the CEO & CTO regarding business direction and strategy based on product usage and user behaviour. Communication with investors (Toyota & Park Indigo) regarding white-labeled solution.
* Day to day responsibility over three main areas. Development, internal product direction, & external whitelabel solution. White labeled solutions are multi-language, multi-region instances for Toyota & Park Indigo (On-going project)
* Hired the Head of Design within first few days of joining to move the company away from developer-led decisions to UI / UX & Design/Data led development resulting in first action being visual rehaul of major components resulting in positive user feedback within days of release, solving many of the usability concerns that were being raised.
* Creation of product roadmap, disassociation of Android / iOS Development streams and ensuring compliance to GDPR was accounted for in both new and existing features. Separation of development and release cycles resulted in week on week gains of 15% more resource capacity. Daily input into on-going development work to ensure high quality technical execution.
* Identified main areas of development, ensuring USP had dedicated time in each sprint for refinement, new feature prototyping and development, to maintain edge over potential & existing competitors. Actively participated in technical implementation and architectural decisions.
* Development team was half-onsite and half-offshore, with design being completely on-site. Implemented processes and ways of working to ensure clear development objectives, trackable KPIs per release and design-developer collaboration at all points.
* Valuation of company raised from £4.5m at time of joining to currently £20m, with pre-series A funding of £2m currently being finalised.
Hired to take responsibility of two main streams of focus - Development as a function and overall product strategy and vision. Held accountability to board level and as well as liaise with the CEO & CTO regarding business direction and strategy based on product usage and user behaviour. Communication with investors (Toyota & Park Indigo) regarding white-labeled solution.
* Day to day responsibility over three main areas. Development, internal product direction, & external whitelabel solution. White labeled solutions are multi-language, multi-region instances for Toyota & Park Indigo (On-going project)
* Hired the Head of Design within first few days of joining to move the company away from developer-led decisions to UI / UX & Design/Data led development resulting in first action being visual rehaul of major components resulting in positive user feedback within days of release, solving many of the usability concerns that were being raised.
* Creation of product roadmap, disassociation of Android / iOS Development streams and ensuring compliance to GDPR was accounted for in both new and existing features. Separation of development and release cycles resulted in week on week gains of 15% more resource capacity. Daily input into on-going development work to ensure high quality technical execution.
* Identified main areas of development, ensuring USP had dedicated time in each sprint for refinement, new feature prototyping and development, to maintain edge over potential & existing competitors. Actively participated in technical implementation and architectural decisions.
* Development team was half-onsite and half-offshore, with design being completely on-site. Implemented processes and ways of working to ensure clear development objectives, trackable KPIs per release and design-developer collaboration at all points.
* Valuation of company raised from £4.5m at time of joining to currently £20m, with pre-series A funding of £2m currently being finalised.
Developer, Processes, LED, Direction, Feature, Ceo, Development, Usability & UX, Implementation, Offshore, Cto, Design, Compliance, Usability, GDpr, UI / UX, UI, Prototyping, UX, Android, IOS
2016 - 2017
temp
Head of Front-End Development
Gamesys.
(Contract)
Recruited to take responsibility for all development work handled by a team of 15 developers. Executed work was directly responsible for over £150m of business revenue in 7 ventures across 4 countries. Core responsibility included implementation of best practices, better inter-department communication and resolving delivery pipeline issues. Major milestone was clearing of 3 month development backlog within 6 weeks of joining.
* Reduced the overload workload by 50% by engineering solution around existing legacy code and removing dependency on Flash. Chose and oversaw an implementation of an isomorphic JS stack consisting of Node, Express & React. Direct savings worked out at over half a million; indirect savings due to quicker turnaround and increased resource capacity pushed total savings to over £1m/year.
* Did intensive internal and external recruitment to replace existing contractors with full-time staff, removing liability of legacy and on-going development knowledge exiting the business on short notice.
* Implementation of both communication and workflow processes along with cleaner implementation of JIRA improved end-to-end delivery reducing iterative feedback. Conducted monthly review sessions to chair further streamlining of process that was dependant on and inclusive of 6 teams.
* Moved the team away from manual QA procedures, implementing a TDD environment and reduced the delivery error margin substantially.
* Implementation of internal development tools repository with associated development and architectural documentation ensuring that long-term delivery efficiency was instilled as part of team culture. Put together initial architecture for first iteration of tools. Self-improvement was heavily promoted, with personal development plans being drafted for most members of the team.
* Led a multi disciplined internal project team of over 100 developers to deliver the required changes to the multiple business interests of the company accomodating the new HMRC compliance changes for financial disbursements to clients.
Recruited to take responsibility for all development work handled by a team of 15 developers. Executed work was directly responsible for over £150m of business revenue in 7 ventures across 4 countries. Core responsibility included implementation of best practices, better inter-department communication and resolving delivery pipeline issues. Major milestone was clearing of 3 month development backlog within 6 weeks of joining.
* Reduced the overload workload by 50% by engineering solution around existing legacy code and removing dependency on Flash. Chose and oversaw an implementation of an isomorphic JS stack consisting of Node, Express & React. Direct savings worked out at over half a million; indirect savings due to quicker turnaround and increased resource capacity pushed total savings to over £1m/year.
* Did intensive internal and external recruitment to replace existing contractors with full-time staff, removing liability of legacy and on-going development knowledge exiting the business on short notice.
* Implementation of both communication and workflow processes along with cleaner implementation of JIRA improved end-to-end delivery reducing iterative feedback. Conducted monthly review sessions to chair further streamlining of process that was dependant on and inclusive of 6 teams.
* Moved the team away from manual QA procedures, implementing a TDD environment and reduced the delivery error margin substantially.
* Implementation of internal development tools repository with associated development and architectural documentation ensuring that long-term delivery efficiency was instilled as part of team culture. Put together initial architecture for first iteration of tools. Self-improvement was heavily promoted, with personal development plans being drafted for most members of the team.
* Led a multi disciplined internal project team of over 100 developers to deliver the required changes to the multiple business interests of the company accomodating the new HMRC compliance changes for financial disbursements to clients.
Recruitment, Processes, LED, Express, Workflow, Flash, Development, Implementation, Turnaround, React, QA, TDD, Engineering, Compliance, Architecture, Node, Jira
2015 - 2016
temp
Head of Development
The Box, Tag Worldwide.
(Contract)
Recruited to take responsibility for all development work delivered to our major client, NewsUK. Core responsibility included implementation of best practices, industry standard technology and resolving delivery pipeline issues. Partial Agile implementation due to nature of business and delivery timelines making sprints infeasible.
* Reduced the development lifecycle 30% by streamlining processes through implementation of custom frameworks, segmentation of BAU versus custom work and prioritisation of daily, weekly and quarterly delivery metrics.
* Reduced client delivery problems by 48% through implementation of stringent QC testing and standards.
* Reduced operational costs of development department by 48% through efficiency measures allowing us to take on more work vis-à-vis leading to further savings.
* Revised existing processes with Project Managers, Business Intelligence and clients to ensure point to point communication, in line with expectations and minimise work iterations to stay ahead of delivery expectations. Held multiple training and troubleshooting sessions with Project Managers to better imbue them with technology knowledge thus allowing better work specification documentation from Project Management end.
* Negotiated strategic communication alliance with client's internal communications, marketing and business intelligence departments to allow for better two way share of information allowing for higher quality of deliverables. Also, negotiated direct access to client's deployment infrastructure to minimise delivery delays and maintain better accountability.
Recruited to take responsibility for all development work delivered to our major client, NewsUK. Core responsibility included implementation of best practices, industry standard technology and resolving delivery pipeline issues. Partial Agile implementation due to nature of business and delivery timelines making sprints infeasible.
* Reduced the development lifecycle 30% by streamlining processes through implementation of custom frameworks, segmentation of BAU versus custom work and prioritisation of daily, weekly and quarterly delivery metrics.
* Reduced client delivery problems by 48% through implementation of stringent QC testing and standards.
* Reduced operational costs of development department by 48% through efficiency measures allowing us to take on more work vis-à-vis leading to further savings.
* Revised existing processes with Project Managers, Business Intelligence and clients to ensure point to point communication, in line with expectations and minimise work iterations to stay ahead of delivery expectations. Held multiple training and troubleshooting sessions with Project Managers to better imbue them with technology knowledge thus allowing better work specification documentation from Project Management end.
* Negotiated strategic communication alliance with client's internal communications, marketing and business intelligence departments to allow for better two way share of information allowing for higher quality of deliverables. Also, negotiated direct access to client's deployment infrastructure to minimise delivery delays and maintain better accountability.
Marketing, Project Management, Business Intelligence, Training, Agile, Management, Deployment, Technology, Implementation, Infrastructure, Development, Testing, QC, Processes
2011 - 2015
job
Founder / CTO
SaRe Digital.
Founded start-up with development of flagship SaaS product servicing the corporate medical benefits market in Malaysia based on 6 prior months of market analysis, industry opinion - set up by way of mutual acquaintances and corporate events, competition analysis and cost analysis for business feasibility.
* Came up with original prototype acting as Architect and sole FE dev. Transitioned in the role to focus on logic and learnings. Initial product held patient information, clinical information and basic related data, as well as allowing for user permissions, rolled up data views and segmentation between individual sites within a larger organisation.
* Refined the product over time, allowing for more advanced reporting and data analysis to be done. Data schema was expanded to allow for more data to be harvested, including more patient information, employer information and location information. Reports that harnessed the data at a more granular level, allowing for trends to be analysed, predictive reporting, employer's health and safety measures based on data all were implemented over time.
* Data models that identified trends against age, department of work, residence, industry, previous diagnoses and prescriptions were all put together as the platform evolved, allowing for a snapshot of an employer's overall workforce health status. These reports among others such as individual clinic performance allowed us on average to realise 12% savings for clients on their overall medical benefits cost. In many instances, we were also able to point out root cause to clients who could then undertake appropriate rectifications.
* Managed all presentations, pitches and sales meetings personally driving revenue to exceed 500k in first year of operation. Handled 85% of all client communications and 100% of client communications at board level.
* Led a team of 16 developers after starting with 1 back-end developer. Diversified business to include non-digital services and employed separate team of 25 medical professionals to supplement revenue streams. Separate digital in-house products were developed to ensure streamlined implementation and quality control for these ventures.
* Came up with original prototype acting as Architect and sole FE dev. Transitioned in the role to focus on logic and learnings. Initial product held patient information, clinical information and basic related data, as well as allowing for user permissions, rolled up data views and segmentation between individual sites within a larger organisation.
* Refined the product over time, allowing for more advanced reporting and data analysis to be done. Data schema was expanded to allow for more data to be harvested, including more patient information, employer information and location information. Reports that harnessed the data at a more granular level, allowing for trends to be analysed, predictive reporting, employer's health and safety measures based on data all were implemented over time.
* Data models that identified trends against age, department of work, residence, industry, previous diagnoses and prescriptions were all put together as the platform evolved, allowing for a snapshot of an employer's overall workforce health status. These reports among others such as individual clinic performance allowed us on average to realise 12% savings for clients on their overall medical benefits cost. In many instances, we were also able to point out root cause to clients who could then undertake appropriate rectifications.
* Managed all presentations, pitches and sales meetings personally driving revenue to exceed 500k in first year of operation. Handled 85% of all client communications and 100% of client communications at board level.
* Led a team of 16 developers after starting with 1 back-end developer. Diversified business to include non-digital services and employed separate team of 25 medical professionals to supplement revenue streams. Separate digital in-house products were developed to ensure streamlined implementation and quality control for these ventures.
Data Analysis, Corporate events, Saas, Sales, Developer, Cto, Implementation, Development, Health, Organization, Safety, Logic, LED, UP, Founder, Basic
2011 - 2012
freelance
Head of UI & Development (Product Development Consultant, Contract)
AXPOV.
Recruited to streamline production of and manage full development cycle of two SaaS products. Responsible for digital strategy of products, market research and data led decisions for "during development" phase.
* Led design, development and QA teams with total headcount of about 25, holding responsibility for quality of products in addition to line management duties. Line management duties were for both on-site and offshore development teams.
* Reduced expected delivery time frame from 12 months to 9 months through strict modular QC protocols and maintaining continuous integration and unit testing as cornerstones of development process.
* Products developed were for B2B usage in the banking and healthcare industries.
* Led design, development and QA teams with total headcount of about 25, holding responsibility for quality of products in addition to line management duties. Line management duties were for both on-site and offshore development teams.
* Reduced expected delivery time frame from 12 months to 9 months through strict modular QC protocols and maintaining continuous integration and unit testing as cornerstones of development process.
* Products developed were for B2B usage in the banking and healthcare industries.
Integration, LED, Production, QC, Testing, Development, Offshore, Banking, QA, Design, Management, Saas, B2B, UI, Market research, Research, Product development, Digital Strategy
2010 - 2010
freelance
Freelancer
Personal Sabbatical.
2010 - 2010
temp
Front End & UI/UX Lead
The Forward Group.
(Contract)
UX, UI
2009 - 2010
temp
Development Manager
Xerago.
(Contract)
Development, Manager
2009 - 2009
temp
Web Development Leader
Solarwinds.
(Contract)
Development, Web
2009 - 2009
freelance
UI Consultant/Front-End Developer
VIPexperience.
(Contract)
UI, Developer
2008 - 2009
job
Front End Developer
Best & Co.
Developer
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