I run LMS and enterprise platform delivery end to end: the requirements, the estimate, the sprint plan, the people doing the work, the UAT, the deployment and the month after it. I am a technical project manager who still writes the code, which means the plan survives contact with the build.
Delivery ownership since 2023, first independently and then at EncureIT Systems, where I took the technical project manager title in January 2026.
The work is the same discipline at three different scales. Say which one you need and the engagement shapes itself around it.
I own the delivery. Requirements, estimates, sprint plans and timelines, then the daily coordination of development, QA, UI/UX and infrastructure until it is live and supported. Status and risk go to stakeholders in writing, not only in standups.
I set the architecture and the standards, review the code, and keep the build honest: versioned plugins rather than edits to core, tests that run in CI, and an upgrade path. I do this alongside a team that already has a manager.
On smaller platforms I am the plan and the hands. The fintech compliance platform was built that way: sole developer and technical lead, with the client's own team running it day to day afterwards.
This is the shape of a platform delivery I run. The right-hand column is what exists at the end of each phase, and what you can hold me to.
What exists today, who touches it, what the platform has to do, and what would make the project fail. Sessions with the people who will actually use it, not only the people who signed for it.
A business requirement document, an estimate with its assumptions exposed, and a milestone plan. If something in the brief is going to be expensive for a reason you would not expect, you hear it here.
Sprint planning, a tracked backlog, and coordination across development, QA, UI/UX and infrastructure. Code review and CI on every change. Nothing goes to production that has not been clicked through on staging.
Your people test against the acceptance criteria agreed in phase two, on a staging copy with realistic data. Defects are triaged with you, so you decide what blocks go-live and what follows it.
A rehearsed release: a written sequence, a backup taken first, a rollback that has been tested, and a window agreed with whoever is affected. Someone is on the call while it happens.
The weeks that decide whether a platform is actually yours. Fixes, admin training, and the documentation that lets your team run it without calling me.
A platform delivery is rarely one discipline. The coordination is the job: making sure the infrastructure is ready when the build is, that QA has something stable to test, and that the interface work is not discovered at the end.
I work in Jira or GitHub Issues, whichever your team already lives in, and I do not ask people to report twice.
Most delivery failures are communication failures that were visible weeks before anyone said so.
Client names are withheld under confidentiality. The shape of each engagement is not.
Sole developer and technical lead. Scope agreed in writing, delivered in short milestones each accepted on staging, then a second platform cloned for a separate audience with its own branding and admin team.
Read the case studyA multi-institute rollout for a government training institute running officer training programmes at national scale. Owned requirements, build, deployment and production rollout, plus reporting dashboards and certification workflows, and ran the Linux and AWS layer underneath including performance work and a security audit.
A bidirectional integration between an enterprise learning platform and an enterprise ERP over web services. The protocol work was the straightforward half. The delivery work was getting stakeholders on both sides to agree which system is the record of truth for which field, and sequencing the rollout so neither side lost data during cutover.
Managed delivery from requirement gathering through to production support, coordinating development, testing and client communication across the cycle.
End-to-end delivery of enterprise platform implementations for external clients across the development lifecycle: requirements and BRDs, estimation, planning, build, UAT, production go-live and ongoing support. Moodle developer at the same organisation from July 2024.
Full experienceWhether that is managing a platform build, leading a team that already exists, or being both the plan and the hands on a smaller project, tell me the shape of it and I will tell you honestly whether I am the right fit.