Phil M.

Built and deployed production AI systems as both the engineer and the business decision-maker — HACCP AI (automated food safety plan generation), ReflowIQ (LLM-based regulatory guidance), CQC/HIW compliance intelligence with AI triage, and automated policy and SEO pipelines. Live systems with regulated sector clients, not proofs of concept. Identified and solved the core AI adoption problem in regulated environments: the challenge was never the technology — it was workflow integration, trust, and change management. Positioned AI not as a technology project but as an operational cost and compliance risk reduction tool — the framing that gets buy-in from management teams outside the tech sector. Full-stack sole engineer (React, TypeScript, Supabase, AI/LLM integration) while leading fundraising (£200k–£450k seed), investor relations, and commercial strategy simultaneously.

Situation: Crimson Tide plc, a SaaS company, faced challenges in revenue growth, operational scalability, and brand positioning.

Task: Appointed CEO to lead a comprehensive enterprise transformation, enhance company culture, and drive financial performance.

Action:

•Developed and executed a new commercial strategy focused on a SaaS managed service model and vertical sector focus.

•Restructured the commercial model and improved operational scalability to support growth.

•Led a major product upgrade to enhance customer system performance.

•Spearheaded investor engagement and M&A discussions.

•Cultivated a positive company culture, resulting in recognition in the Sunday Times Best Places to Work 2024.

Result:

•Delivered £6M+ in revenue through the SaaS managed service model and tripled the pipeline.

•Improved professional services revenue by 80% through managed service strategy.

•Increased share price by 10% through effective strategy communication to shareholders.

•Enhanced customer system performance by 20% with the product upgrade, reducing cost by 90%

Built hardware (FPGA-to-ASIC chipset for satellite IoT terminals) and software engineering teams from 3 to 35+ across UK and Israel. Governed £21 m ESA/UKSA programme through a mid-programme funding failure — rebuilt delivery model, maintained government stakeholder confidence, zero external commitments missed. UKSA described delivery as "a blueprint."