About
From banking transformation to building the products myself.
I started inside large financial institutions, working on strategy, CRM, business intelligence and transformation. Over time I moved closer to the technology itself — first into product leadership, then into building companies and products directly.
The progression
Strategy → transformation → product → building
The chronology matters less than what each step made possible next.
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Institutional foundations
Learning how complex systems actually change
Strategy, CRM and business-intelligence transformation inside large financial institutions in London and Singapore.
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American Express
Business strategy inside financial services, where structured decisions had to survive real operating constraints.
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RBS Group
CRM and business-intelligence transformation in Corporate Banking, connecting business needs, data and delivery.
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Standard Chartered Bank
CRM and business-intelligence architecture for the Global Corporate Bank across an international operating environment.
Why this phase matters now
These roles established the foundation for everything that followed: understand the business model first, then the workflow and incentives around the system. A technically correct transformation still fails when the way people work stays the same.
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Product transition
Moving closer to the technology itself
A shift from designing transformation around systems to deciding what an intelligent product should actually do.
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OpenDNA
Led product direction for machine-learning and hyper-personalisation technology.
Why this phase matters now
At OpenDNA, machine learning and hyper-personalisation stopped being abstract architecture questions and became product decisions: what should the system infer, how should that change an experience, and where should the boundary sit?
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Building directly
Turning the thesis into products
Building institutional and personal-intelligence products between Bangkok and Singapore.
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Baxnet Technologies
A product laboratory for personal intelligence, private AI, data ownership and Mimoto.
Visit Baxnet Technologies ↗ -
GoUpscale
Content and client-engagement technology used across more than 50 wealth and asset-management organisations.
Visit GoUpscale ↗
Why this phase matters now
GoUpscale brings the institutional lessons full circle by turning difficult wealth content into tools advisers can use with clients. Baxnet develops the personal side of the thesis through private AI, data ownership and Mimoto’s on-device approach to chat intelligence.
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What ties it together
How difficult data becomes useful intelligence — and who controls the result.
The industries and products changed, but the underlying question became clearer. How do you turn fragmented information into context people can use, without creating systems they cannot understand, trust or control?
That question now connects my work in wealth technology, client engagement, personal intelligence, AI and data ownership.
For the less serious version of me