Taking responsibility as the business grew.
I was CTO at Ofload during a period in which the company grew from 25 to 160 people. My responsibilities covered the freight platform, engineering and data team, technology investment and delivery. I also represented technology in executive, board and investor discussions.
Building the platform and the team.
I designed, architected and launched the digital freight marketplace and mobile driver applications. I built and led a 42-person engineering and data team, taking responsibility for technical direction, hiring and talent development.
As the product developed, I led its re-architecture into enterprise software for shippers. My work also covered connections to transport, warehouse and vehicle systems, together with the cloud infrastructure, data platform and business intelligence supporting the operation.
Supporting successive funding rounds.
I served on the executive leadership team through Series A, B and C, supporting more than A$110m in fundraising. I represented technology in investor and board discussions while remaining responsible for the platform and engineering team.
I designed the platform, built the team and stayed involved in delivery as the company scaled.
Improving the day-to-day operation.
I introduced engineering workflow changes that reduced cycle time from 63 days to eight.
I also deployed machine learning for freight cost prediction, carrier recommendations and load optimisation. A document AI model automatically approved 70% of proof-of-delivery documents, removing manual processing work equivalent to three full-time roles.
These were practical improvements to delivery and operating capacity within the broader work of growing the business.
Read the document automation example
What I bring to a fractional CTO role.
I can help define what to build, recruit and lead the team, and take a platform through its next stage of growth. That combines hands-on engineering with product priorities, a realistic delivery plan and clear communication with founders, boards and investors.
Company growth and revenue figures describe Ofload during my tenure. Fundraising was supported as part of the executive team. The automation figure describes equivalent processing effort.