Innovation, technology and delivery
My work runs through technology, delivery and organisational change. I thrive when the problem is real, the ownership is fuzzy and the answer does not exist yet.
Selected work
HR asked whether AI could help people think more clearly about burnout and organisational change. I built Waterline to find out.
02 / Delivery decisionsJira held the evidence. It did not make the problem clear. ClearView exposes overcommitment and weak planning assumptions early enough to change them.
03 / Team alignmentA purpose-and-values workshop that does not disappear when the facilitator leaves the room.
04 / Team workflowA Rovo agent that reads the board, separates fact from inference and gives teams a short account of where flow is getting stuck.
How I work
I move between the system and the person inside it: close enough to read the logs, board history or workflow, and far enough back to ask what the evidence means for the people doing the work. That is how an HR question becomes Waterline, an overloaded Jira board becomes ClearView and a Kanban transition becomes an agent people can actually use.
Find the real problem beneath the request, especially when nobody quite owns it yet.
I look for the gap between the official story and the lived one: the queue nobody can explain, the dependency between teams, the work that has quietly become someone’s burden.
Work with the people closest to it. Decide what a useful response must do, and what it must not pretend to do.
That means turning a broad concern into a question that can be tested, with boundaries clear enough to protect people from another impressive but useless intervention.
Build enough of the idea to test it in the world, not just agree with it in a meeting.
Prototypes, automations, agents and working interfaces make the argument concrete. Once people can use the result, the next decision gets much easier.
Stay with the delivery, learning and adoption. A prototype is only interesting if it becomes useful.
I watch what happens after launch, listen for friction and change the work accordingly. The point is not novelty. It is a better way for people to act.
Alec Martin / Edinburgh
Delivery leadership has been the formal thread of my career. Recognising an unclaimed problem and building a better response has been the more distinctive one.
I have spent more than 12 years in the space between a system that works on paper and one that works for people.
My background runs through technology operations, SRE and delivery, often in places where a service, team or change programme was under strain. A decade in application operations, DevOps/SRE and incident leadership taught me to look for the signal inside the noise: what is actually happening, who is carrying the cost and what would make the next decision easier.
Alongside formal delivery work, I build working tools with AI-assisted development. Waterline, ClearView, Alignment Lab and Kanban Board Steward are ways to test an idea in the world, learn from the response and carry useful work into adoption. I am technically literate, development-aware and clear about when engineering assurance matters.
I am happiest when the brief is still forming and there is enough room to think.
