About
I build companies and software around problems that matter in the real world.
Today, that means insurance.
I'm co-founder and CEO of Bertie. We're building software for a more modern insurance industry. My background is in product and engineering, but what I spend most of my time on now is running the company — setting direction, building the team, sharpening how we talk about the problem and making sure we're actually solving the right one.
The short version
I've spent most of my career building products and leading teams. The common thread has been learning what happens when systems meet real pressure.
Over time I got pulled towards industries where software clearly matters but is still far from finished. Insurance stood out immediately. Operationally dense, economically significant, and full of friction that better software can take out.
Hard work in a market that actually matters. That's a rare combination.
Why insurance
I didn't come to insurance because it was fashionable. I came because it's one of the most consequential systems in the economy and one of the least well-served from a software perspective.
It touches far more of daily life than most people realise — how businesses get off the ground, how transactions close, how risk gets distributed. Yet the underlying tooling is fragmented, manual and surprisingly brittle.
I like that gap. Real problem, measurable consequences, and a product that has to earn its place by being genuinely useful — not by being novel.
How I like to build
I like businesses with real customers, hard constraints and clear standards.
The products I admire most in complex markets all do something similar: they reduce the cognitive load on the person doing the work. They turn messy workflows into something you can actually reason about. They respect how people operate in practice, not how a product demo says they should. And they get more valuable over time as trust compounds.
I also care about pace — not performative speed, but the kind that comes from clarity, focus and a team that knows what matters.
What I believe
Great software should create leverage, not theatre
The goal isn't to look modern. The goal is to make important work better.
Regulated markets are worth building for
They are harder than most software categories, but the impact is more durable when you get them right.
Good infrastructure is often invisible
The best systems aren't the loudest. They're the ones people rely on every day because they make everything else easier to run.
AI will matter most where it removes surrounding work
In insurance, the first real gains will come from ingestion, triage, summarisation and workflow support. The high-stakes decisions still need human controls.
Narrative matters
Companies don't only compete on product. They compete on clarity. If you can explain the problem well, you are more likely to solve it well.
Selected background
Before Bertie, I worked in product and engineering across high-growth software companies.
A few things stuck with me. Speed without clarity creates waste. Good teams need strong systems, not good intentions. And some of the most valuable software categories are buried inside industries that most of the tech world ignores.
Bertie is where those lessons now come together.
Outside the company
I spend a lot of time thinking about systems, markets and how product decisions hold up over time.
I write here when I have something worth saying — mostly on insurance infrastructure, software for regulated markets and what AI adoption looks like when you take it seriously.
If you are building in adjacent territory, I am always interested in thoughtful conversations.