About Ridwan
I'm a Senior Technology project Manager with around 12 years of experience leading technically complex programmes — specifically at the intersection of platform engineering, data, and regulated enterprise environments. My background spans three domains that are directly relevant here: large-scale digital platform delivery, data-intensive transformation programmes in regulated industries, and cross-functional engineering coordination across distributed squads.
English
Native or bilingual
Can work on-site
London (up to 50km)
Experience
- Elitestay ManagementTechnical Project managerDIGITAL AND ITAugust 2024 - Today (1 year and 10 months)London, United Kingdom1. Owned delivery of 3 concurrent data platform workstreams — ingestion, transformation, and BI layer — shipping on time in 94% of sprints across a 12-month roadmap, with zero critical-path scope slippage.2. Facilitated bi-weekly sprint planning across 4 engineering squads (28 engineers), reducing average story-point spillover from 18% to 6% within two quarters through refined estimation workshops and dependency mapping.3. Maintained a live risk register covering 40+ active risks across data pipelines and third-party integrations; escalated 7 high-severity blockers to exec level within SLA, preventing an estimated 6-week delay to the analytics platform launch.4. Coordinated delivery of a GDPR-aligned data cataloguing initiative across 18 business domains, onboarding 4,200+ datasets into Collibra within 9 months and achieving a 98% data-owner sign-off rate.5. Scoped and tracked delivery of a data quality framework across 5 critical reporting domains; post-implementation, data quality incidents reported by business users fell by 64% within 6 months of go-live.
- Sobani Resources LimitedSenior Technical Project ManagerCONSULTING AND AUDITSMarch 2022 - June 2024 (2 years and 3 months)London, United Kingdom1. SDLC process design & engineering ways of workingRedesigned the engineering SDLC from ad-hoc Kanban to a structured dual-track Agile model; team velocity increased by 31% over 3 quarters and engineer-reported satisfaction with process clarity improved from 51% to 84% (internal survey, n=28).2. Incident management & post-mortem process ownershipOwned the incident response lifecycle for all P1/P2 data platform outages; introduced blameless post-mortem practice that generated 47 documented action items over 12 months, contributing to a 58% YoY reduction in repeat incidents.3. Engineering team capacity planning & resourcingBuilt and maintained a rolling 12-week capacity model across 4 squads, flagging resourcing gaps 6 weeks in advance; coordinated 11 contractor onboardings aligned to peak delivery periods with zero productivity lag.4. Data quality framework implementationScoped and tracked delivery of a data quality framework across 5 critical reporting domains; post-implementation, data quality incidents reported by business users fell by 64% within 6 months of go-live.
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Education
- Masters DegreeUniversity of Salford, Manchester2024My MSc gave me the structured foundation for everything I do as a project manager — governance design, risk frameworks, stakeholder management, and how to structure delivery in complex, high-dependency environments. It wasn't just theoretical. I was applying the frameworks in live programmes throughout, so the academic rigour and the practical experience built together rather than separately. Graduating with Distinction reflected the depth I went into — particularly around how governance and control frameworks scale across large, multi-workstream programmes. That thinking shapes how I set up every programme I lead today.
- Executive MBA Strategic LeadershipQuantic School of Business and Technology2026The EMBA was a deliberate step beyond delivery. It's about how organisations make strategic decisions, how leaders align people and resources behind a direction, and how you create conditions for sustainable performance rather than just hitting project milestones. For me as a Senior project manager, it changed how I engage with senior stakeholders — I stopped framing conversations purely around delivery status and started framing them around business outcomes, risk appetite, and strategic value. It's also shaped how I lead teams — understanding what motivates people, how to build trust across organisations, and how to maintain momentum when the environment is uncertain. It's the difference between being a strong delivery manager and being a leader that organisations want to build programmes around.
Certifications
- Fellowship of the APM is the highest grade the association awardsAssociaton for Project Mangement2024