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01 / Identity / Leadership / M&A

Identity infrastructure. Organised for national scale.

Built an enterprise identity-verification business that was acquired by a technology group. Following the acquisition, I led a distributed engineering organisation of more than 100 people supporting national identity services, helping establish clearer product ownership and delivery discipline.

Explore the work
Client context
An identity technology group supporting national identity services
My role
Founder, then technology and engineering leader following acquisition
Scope
Platform development and post-acquisition restructuring
01 / CONTEXT

The situation.

Identity systems have to connect complex verification services while keeping sensitive data under control. Banks and enterprises needed a way to configure customer and business verification journeys without rebuilding integrations every time a provider changed.

My responsibility

I built a company around that problem. After its acquisition, my role expanded into engineering leadership for a business supporting national identity services. That brought responsibility for more than 100 people across distributed teams, alongside product and government stakeholders.

02 / JUDGMENT

The decisions
behind the work.

  1. Make providers interchangeable

    The team developed a common API layer that normalised different providers’ responses. Customers could configure KYC and KYB journeys, including onboarding and re-verification, and change providers without rebuilding each connection.

  2. Keep sensitive data under customer control

    Deployment within the customer’s own infrastructure made the operating environment part of the architecture from the beginning.

  3. Connect requirements to delivery

    Working with colleagues, I helped establish clearer ownership, a shared product roadmap and specifications engineers could act on. More disciplined planning, QA and release practices connected stakeholder expectations to delivery.

A CLOSER LOOK

From separate services to one coherent system.

An illustration of the approach.

Verification servicesOrchestrationCustomer control

Clear ownership and shared delivery practices connect the technology to the organisation.

Conceptual illustration · Client systems are not shown.

03 / OUTCOME

What the work
made possible.

The company built an enterprise identity platform and was acquired by a technology group. Following the acquisition, a distributed project-based organisation became a more structured product and engineering organisation supporting national identity services. My work connected the technology to the people and operating practices needed to deliver at that scale.

100+
People led
Acquisition
Company built and sold
National scale
Identity services supported

THE NEXT CONVERSATION

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Tell me about the organisation, the decisions ahead and the scope of the work.

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