Throughout my career, I have had the privilege of working with global teams, and I can confidently say that having team members in different locations is a game-changer. In today’s world, businesses do not operate in a single time zone. Customers expect services to be available 24/7, and system updates need to be managed without disrupting users. This is where a globally distributed team comes in handy.
Time Zone Advantage
One of the most significant benefits of having a globally distributed team is that work never stops.
Let’s say a UK-based company needs to roll out a major system update overnight. The UK team can prepare everything during the day, and then a team in India, the US, or any other time zone can take over the deployment when it’s night in the UK.
By the time the UK team wakes up, the change is implemented, tested, and ready to go—without any disruption to users.
Faster Problem Resolution
If something goes wrong outside of working hours, a global team ensures someone is always available to look into it.
In one of my previous roles, we had a critical issue with a UK product. Still, since we had an engineering team in India, they were able to identify and fix the problem before UK working hours even started. Without that setup, we would have had to wait until the next morning, wasting precious time and potentially affecting customers.
Diverse Skill Sets and Perspectives
A global team brings diversity—not just in culture, but in ideas and problem-solving approaches. People from different backgrounds see challenges differently, which leads to more creative solutions.
For example, while working on a product launch, our UK team had a certain way of implementing a process, but our colleagues in India and the US suggested a much more efficient approach that we hadn’t considered.
Cost Efficiency
Let’s be honest—cost is always a factor in business decisions. Hiring in different locations can be more cost-effective while still maintaining a high level of expertise. Many companies set up development or support teams in regions with lower operational costs, allowing them to allocate more budget to growth and innovation.
Business Continuity
Having teams in different regions also reduces risk. If one team faces an unexpected issue (e.g., power outages, bad weather, or even a national holiday), another team in a different location can step in to keep things running smoothly. For businesses serving customers in multiple regions, having a global team ensures that support is available when and where it’s needed. This is especially important for products with a global user base
At different points in my career, I have managed and worked with global teams, and each time, I’ve seen the incredible value they bring. Having a global team is no longer a luxury—it’s a necessity for modern businesses. Yes, there are challenges of having team members around the world. I highlighted some of the challenges I faced in managing a remote team in an article last year(My Challenges of Managing Remote Team), and managing a global team has some common challenges. Still, from around-the-clock productivity and faster turnaround times to diverse perspectives and improved customer support, the benefits are undeniable. If a company wants to stay competitive, provide continuous service, and optimize costs, having a global team is the way forward.
COVID-19 has transformed the way we work and the way businesses operate. Working from home or a remote location become more common that offers the flexibility of accessing the global talent pool. However, with the changed mindset of working from home as a common thing, managing the remote team brings some unique challenges that the organisations never faced. From the communication barriers to maintaining the employee’s mental health and fear, remote team management requires a strategic approach to ensure a solid amount of productivity and employee satisfaction.
Throughout my career, I have had the opportunity to manage remote teams at almost every stage. But my experience of pre-COVID was different than the post-COVID era. My long experience of managing a remote team has allowed me to encounter both the challenges and benefits of remote work. Interestingly, I have found the difficulties vary depending on the size of the team. Some might disagree with me; I felt the requirement of taking different approaches based on the team size. When managing remote teams for medium to large-sized companies, I faced certain types of challenges, while managing smaller teams for smaller organizations presented a different set of challenges. Having said that, there are some common challenges I’ve encountered across all team sizes and organizational contexts that I would like to highligh today.
Communication Gap
One of the big challenges that I have faced was the communication gap. Without the facility of in-person interactions, I found that casual conversations have their own benefits, and without them, misunderstandings can become more frequent. I realized how much we relied on casual conversations to clarify ideas and resolve issues. If you work in an open-plan environment, you can clarify something quickly if your team is sitting nearby. I have experienced many times that a misunderstanding happened because a team member misunderstood/misinterpreted a message or task that delayed the delivery of a project.
On many occasions, I have implemented the structured communication channels using some tools like Slack, Zoom, or Microsoft Teams to ensure everyone had a clear and consistent platform for collaboration. But if you are working for a small organisation, you might not have a budget for this type of tools. But it is very important to have something in place to communicate with each other. Even having a skype group for each project can be beneficial. This approach can resolve many of the communication gaps that we face. Personally, I prefer using Slack for this type of communication due to its flexibility. However, Microsoft Teams is also an excellent alternative, especially if your organization already uses Microsoft technologies. Having said that, it’s not necessary to rely solely on Slack or Teams to bridge communication gaps. A combination of tools can be highly effective. For example, you can use slack/teams for instant messaging, Zoom for video calls, and Trello or Asana for task tracking or project management. There are many other tools and these tools serve a distinct purpose. When we use them together, it can create a better ecosystem to eliminate any communication gap and increase productivity.
So what should we consider to eliminate communication gaps?
Communication Process – It is crucial to have a process in place about how and when team members should communicate. Specify preferred communication tools, response time expectations, and meeting schedules to reduce confusion.
Multiple Communication Tools – Find out which tools can be beneficial for your needs and budget. You can use Slack for instant messaging, Zoom for video calls, and project management tools like Trello or Asana for task tracking. Each tool serves a unique purpose and ensures smooth collaboration.
Consider Timezone – If your team members are in different time zones, a set rule should be set to allow responses at convenient times. Utilizing shared documents and recorded meetings can be beneficial for the team members working from different time zones.
Schedule Regular meetings – Hold weekly or biweekly one-on-one meetings to discuss progress, address concerns, and offer support. If you are using SCRUM, it might be challenging to have daily stand-ups for the team working in different time zones. Having weekly or monthly virtual stand-ups can also keep everyone aligned. Once a month, a town hall meeting can be arranged to update the time about the overall progress of the company.
Transparent Environment – A transparent and fearless environment can bring a lot of value in this case. If you can encourage team members to speak up and share their ideas, it can bring a lot of benefits. Creating a culture of transparency also builds trust between the team members and strengthens team relationships.
Document Everything – Documenting everything, most importantly, the key discussions, decisions, and project updates in a centralized location, such as a shared location, is essential to eliminate misunderstanding. This prevents miscommunication and ensures accessibility.
Organize Team Bonding Activities – Strengthening relationships inside/outside of work can improve communication within the team. Hosting a regular team activity, virtual coffee chats, game nights etc can help to eliminate some gaps.
Fear and Mental health issues
Fear in remote teams can create significant challenges. Hesitation to communicate, reluctance to share ideas, or a lack of engagement can lead the employee to fear and mental health issues. In my experience, I have seen two types of fear.
First is the isolation from the office environment, which can create insecurity about the job that leads to a constant fear of losing their jobs. It is the perfect fit of the phrase “Out of Sight, Out of Mind“. When employees work remotely or in an isolated environment, they may feel invisible to their managers and colleagues. This can make it harder for them to show their contributions, which leads to concerns that their efforts are not being recognized or valued.
The second is not raising a voice due to a lack of team bonding or connection with other team members for the remote setup of the team. Many times, I have experienced the members of my remote team being afraid to ask questions. Even when they need to clarify tasks, they worry about being perceived as incompetent. This leads to misunderstandings and errors in the work, which can bring more significant problems. But, this could be easily avoided with open communication and without a fearless culture. Similarly, I have seen the team members hesitate to raise their voices about unrealistic deadlines, fearing being seen as uncooperative. Yes, there will be some team members who will raise their voice every for a realistic deadline. But you will definitely find the quiet one who will not speak out about unrealistic deadlines, and this silence can only bring problems.
These fears and the lack of social interaction and support in an isolated work environment can lead to increased stress and anxiety. And if you have stress and anxiety, it affects your mental health. In most cases, the isolation amplifies feelings of self-doubt, making employees question their competence and worth, even if their job is not actually at risk.
From my experience when you are managing a remote team, I found a regular one-to-one conversation with the team member is very effective in keeping them organised and focused on their work. Obviously, it is not easy to do the regular one-to-one when you have a large team, but it can be done on a group basis. As a manager, you can either sit with an individual or a group of employees to understand any concerns or to have a general conversation. I always believed and focused on fostering a culture of psychological safety that gave me a good return on the time that I spent on it. I encourage open dialogue by regularly checking in with team members one-on-one and creating anonymous feedback channels to ensure everyone feels comfortable sharing their thoughts. Additionally, I emphasize that mistakes are part of the learning process and celebrate transparency and collaboration. Over time, this approach helped me to build trust with my team, reduce fear and enable the team to communicate more effectively and work more cohesively.
To address these concerns, organizations should:
1. Foster regular communication and feedback.
2. Ensure remote or isolated employees feel included in team activities and decision-making.
3. Provide clear performance metrics and recognition for contributions.
4. Offer mental health support and opportunities for social connection.
5. Be transparent about organizational changes and job security.
Productivity and Focus
Productivity and accountability are also significant concerns. Some employees can thrive in a remote setting, while others can struggle to maintain focus. Without direct supervision, it is difficult to assess individual performance accurately. So, it is essential to set clear expectations and goals. That includes defining work expectations, deadlines, and key performance indicators (KPIs) to help employees stay on track. Using project management tools like Jira/Trello or Asana to track progress is one of the essential steps. Regular one-on-one check-ins also provided an opportunity to offer support, address challenges, and ensure everyone remained on track.
Technical issue
One of the common excuses that I find when managing remote teams is technical issues. Unstable internet connections, software glitches, and cybersecurity concerns occasionally disrupt workflow. A lot of team members can take advantage of the issue. So, it is important to ensure that the team have access to the necessary resources and support. Investing in reliable tools and providing training on security best practices helped minimize these disruptions.
Having a remote team offers incredible opportunities when managed effectively. The flexibility of allowing employees to work in ways that suit their lifestyles leads to higher job satisfaction. A well-structured remote work environment can also increase productivity and creativity, as team members can focus without the usual office distractions. By prioritizing clear communication, promoting a strong team culture, and leveraging the right technology, it is not rocket science to turn challenges into opportunities. The key is to find a balance between flexibility and structure.
Imagine being responsible for safeguarding millions of pounds worth of digital vouchers. That is what I have been experiencing for the last one and a half years. With the growing popularity of our Choice products, the demand for stocking vouchers is getting higher. So, it is not just about protecting data—it’s about safeguarding money. Digital vouchers are essentially liquid cash, and if they fall into the wrong hands, the consequences can be devastating. At every management meeting, this was one of the common topics to discuss.
Every time I see our vouchers being used by customers, I’m reminded of the responsibility to keep them safe. It’s not just about technology—it’s about trust. Digital vouchers are as good as cash, and losing control of them could cost the company millions. And, it is my responsibility as a Head of Technology to keep them secure. However, beyond the financial impact, a security breach could damage customer trust and the reputation of the Choice Platform. I had to consider all aspects of protecting the vouchers from internal and external threats.
To manage the vouchers, we developed a microservices-based platform that connects to multiple retailer APIs, collects digital vouchers, and stores them securely in our database, which is powered by SQL Server. There are facilities to store and collect non-API-based vouchers on the platform. At any given time, our system can hold up to a million pounds worth of vouchers. These vouchers are then distributed to customers through our Choice Platform, which integrates with our system to fulfil voucher requests.
Given the high financial stakes, the key elements that I have implemented to secure the whole process are –
Securing the Database
Since our SQL Server database holds digital vouchers, it is one of the most critical components for security. Here’s how we ensure its protection:
All vouchers are stored using strong encryption. Even if someone gains access to the database, they won’t be able to use the vouchers without decrypting them.
Only authorized services and users can access the database. We use role-based access control (RBAC) to ensure that even internal employees have minimal permissions. SA account is disabled, and a strict policy is implemented to create a user and password. Only trusted persons can access the vouchers in the database to avoid any misuse.
We conduct regular security audits to check for vulnerabilities and ensure compliance with security policies.
Sensitive data is masked in non-production environments to prevent unauthorized exposure.
Backups are stored securely and encrypted to ensure data recovery in case of an attack or failure.
Securing Connections between the Systems
All communication between our microservices and external APIs must be protected to prevent interception and unauthorized access.
All communication between our platform and external systems is encrypted using HTTPS and TLS (Transport Layer Security). This ensures that data can’t be intercepted or tampered with during transmission.
Every API request is authenticated using secure tokens. These tokens are time-limited and can only be used by authorized systems. If a token is compromised, it expires quickly, minimizing the risk.
To prevent API abuse and attacks, we enforce rate limiting to control the number of requests made by external services.
Securing Vouchers in the Database
Even within the database, taking extra steps is necessary to prevent unauthorized access to stored vouchers:
We use tokenisation, where the actual voucher code is stored in a separate, highly secure environment, while the token is used in the central system for processing and transactions. In our platform, when we collect voucher codes from retailers, we don’t store the actual codes directly in our central database. Instead, we replace each voucher code with a token. Imagine a customer redeeming a £30 SocialChoice voucher for a popular restaurant. We connect the relevant API that sends us the voucher code, say ABC123XYZ. Our system replaces ABC123XYZ with a token, like TKN789456. The token TKN789456 is stored in our central database, while ABC123XYZ is securely stored in a separate location. When the customer redeems the voucher, our system uses the token TKN789456 to retrieve the actual code ABC123XYZ from the vault and complete the transaction.
Voucher details are only accessible for a limited time. If they are not used within a set period, they become inaccessible until explicitly requested again. We also move the vouchers that are delivered to an archive location after a certain period of time to minimize the load of the database and reduce risk. If the user requests to redeliver a voucher after that(unlikely), the application connects the archive database to redeliver the voucher.
We log every access to the voucher data and monitor for any unusual activity. Suspicious access attempts trigger automatic alerts.
Securing from External Threats
Hackers and fraudsters continuously attempt to exploit digital systems, so we have implemented additional security layers to protect against external threats:
Our network infrastructure includes firewalls and IDS to detect and block unauthorized access attempts. We use Rapid7 and Crowdstrike Falcon.
Any user or system accessing sensitive voucher data must go through multi-factor authentication.
We regularly monitor and analyze transaction patterns and flag suspicious activity.
We do regular penetration tests to identify potential vulnerabilities and patch them before attackers can exploit them. We regularly use various tools from Qualys to check the security of our infrastructure and applications.
Securing from Internal Threats
While you are dealing with the external threats, you can not ignore the internal threats. You will have some colleagues who will have direct access to the database. You will also have colleagues who will have admin access to the platform who can download or redeliver the voucher. So we ensure
Everyone on the team undergoes regular security training to stay updated on the latest threats and best practices.
All the activities of the admin procedure are logged and monitored.
Limit database access with Vouchers to only the necessary users.
Securing a system that manages multi-million-pound digital vouchers is a challenge, but with the right security strategies in place, it is possible to minimize risks. Unfortunately, the security is never a one-time task. It’s an ongoing process, and we constantly refine our security measures to stay ahead of potential threats.
Almost 12 years ago, my home was burglarized. Among the items stolen was a 40-inch LED TV, a Valentine’s gift my wife had lovingly purchased for me. Back in 2007/2008, such a TV was a luxury, and its loss hit us hard. My wife was particularly upset, not just because of the financial value but because of the sentimental meaning behind the gift.
That day, I called my office to take leave, explaining the situation. To my surprise, the managing director of the company, Malcolm Railson, called me back shortly after. He didn’t just ask about the incident; he took the time to speak to both me and my wife, ensuring we were okay. His genuine concern was a small but meaningful comfort during a difficult time.
But the story didn’t end there. The next day, when I returned to the office, I found the exact same TV waiting for me in my room. Malcolm had replaced the stolen gift without hesitation. It was an act of kindness that went far beyond professional courtesy—it was a gesture of compassion and humanity that I will never forget.
Over the years, technology has advanced, and most of the TVs in our house have been replaced with sleeker, more modern models. But that 40-inch LED TV still holds a special place in our home. It’s not just a television; it’s a reminder of generosity, kindness, and the impact one person’s actions can have on another’s life.
Today, when I see my children watching their favourite shows on that TV, I feel a sense of gratitude. They may not know the story behind it, but in a way, they’re experiencing a bit of the same warmth and care that my wife and I felt all those years ago.
Malcolm Railson, you are a wonderful person and the kindest boss I’ve ever had. Your actions taught me invaluable lessons—not just about leadership, but about how to treat others with empathy and respect. That TV is more than a piece of technology; it’s a symbol of kindness and a constant reminder of the kind of leader—and person—I aspire to be.
Some gifts are meant to last a lifetime. This one certainly has.
After the Choice Platform became available in high street shops (Introducing GiftChoice for Ultimate Gift Card Experience – A Product I am Proud to Lead), it was only a matter of time before it became a target for scammers. It was 4 AM in the USA, and I was in deep sleep enjoying my holiday when my phone buzzed with a message from my lead developer. Something wasn’t right. Our analytics showed that we were issuing more vouchers than actual sales—which meant only one thing: either we were doing something wrong, or we were being scammed!
I jumped out of bed and called my team. After investigating, we found out how the scammers were pulling it off, and honestly, I had to admire their creativity.
How the Scam Worked
Here’s what they were doing:
They’d load up their shopping basket with groceries and4-5 GiftChoice cards.
At the checkout, they made sure the cashier scanned the gift cards first—activating them in our system.
While the cashier scanned the other items, they quickly scratched the gift cards, got the voucher codes, and redeemed them online immediately.
Within seconds, they received their preferred retailer gift card in their email.
Then, they’d pretend they “forgot their wallet” and ask to cancel the purchase.
The cashier could cancel the groceries but not the gift cards because they had already been redeemed.
And the end result? We were losing money by sending them gift cards without a sale.
A Quick Fix at 4 AM
We needed a complete solution, but a clean, fullproof solution required cooperation from retailers, payment processors, and our partners—which would take multiple days. But we couldn’t afford to lose money while waiting for a permanent fix.
So, I came up with a quick and simple hack:
➡️ Add a 30-minute delay before a card could be redeemed.
How This Stopped the Scam Instantly
When a cashier swipes the card, it gets activated in our system, and our redemption process checks if the card is active before processing it. I simply asked my team to add a rule that says a card must be activated for at least 30 minutes before it can be redeemed. Luckily, we managed to add this rule in a stored procedure that was quick to implement without any release procedure.
🚀 Result? The scammers were blocked immediately.
The best part? 99.99% of our real customers do not redeem their gift cards right after buying them, so the delay didn’t affect them at all. But for scammers, it completely ruined their plan.
It wasn’t the most high-tech solution, but sometimes, the simplest ideas work best. This quick fix stopped the fraud overnight and saved us a ton of money. The scam on the Choice platform was a wake-up call, but it also showcased our team’s ability to think on our feet and act decisively under pressure.
Moral of the story? Even on holiday, always be ready to think on your feet.
A couple of months ago, In November 2018, we proudly launched GiftChoice, the first product under the “Choice Platform” series by Intelligent Card Services. This is not an ordinary gift card. It is designed to give people the freedom and flexibility to use gift cards with multiple retailers. Traditionally, the gift cards are tied to a single retailer/brand. Gift choice breaks this tradition and allows you to choose any retailer you want.
I had the privilege of leading the engineering team to bring this product to life in just six months—a dream come true for us. I am delighted to share the story behind the GiftChoice card and how it’s changing how we think about gift cards.
The problem that we want to solve
If you’ve ever bought or received a gift card, you have probably faced this issue: most gift cards are tied to a single retailer. For example, if someone gives you a £25 Argos voucher, you can only spend it at Argos. What if you don’t want to buy anything from Argos? The card might sit in your wallet for months and go unused. This limitation has been a frustration for both gift receivers for years.
We saw an opportunity to fill this gap in the market. Why not create a gift card that the receiver can exchange with any retailer that they want? That’s exactly what we did with GiftChoice. Now, when you give someone a GiftChoice card, they can pick from 30 retailers/brands, ensuring the gift is both thoughtful and practical.
The Challenge
The GiftChoice plan came to me in April 2018. The goal was clear: launch the product by November 2018 to capture the Christmas market. With other companies working on similar products, it was a race to be first in the market.
But here’s the catch—we had just six months to design, develop, and deliver the product. Typically, a project like this would take a year or more. So, I had minimal time to think about it. I had a quick meeting with my team and decided it would be a huge challenge, which we are happy to take. Even though not everyone was 100% sure about completing the project by the launch date, I was confident with my team.
The Race Against Time
We had to move fast, but we also had to be innovative. After tirelessly working with the product and design teams, we finalised the physical card design and the function design of the platform. I set up two development teams spread across the UK and India and worked tirelessly to meet the tight deadline. I started one development team to work on setting up the framework of the project to cover the standard functions of an application. I also took the executive decision to use technologies like ASP.NET, Angular, and SQL Server, which our team was already familiar with, to speed up the process and to keep it simple. Also, decided to use a SAAS (Software as a Service) model, which allowed us to create a flexible platform that could support multiple “Choice” series in the future. The plan was to use each choice card as a client and have their own branding.
Once the functional design was ready, my idea was to prepare the customer-facing product first. This meant that some of the back-end processes, like automating voucher deliveries and setting up customer ticketing systems, would be developed after the initial launch. It was a bold move, but it paid off. After tirelessly working with my team (and a pregnant wife), GiftChoice went live in mid-November 2018 and was ready for the holiday season. Currently, the GiftChoice cards are available to purchase from every Sainsbury’s and Argos in the UK.
How GiftChoice Works
Here’s a simple breakdown of how GiftChoice works:
Purchase the Card: You buy a £25 GiftChoice card from Sainsbury’s, Argos, or our website.
Activate the Card: When the cashier swipes the card at the till, it gets activated by calling our API.
Scratch and Reveal: You scratch the card to reveal a unique voucher code.
Visit Our Website: Go to the GiftChoice website and enter the voucher code to exchange or redeem.
Choose Your Retailer: Our system validates the code and lets you select one retailer from a list of 30.
Confirm Your Choice: Once you’ve chosen a retailer (e.g., Argos), you confirm your selection.
Receive Your Voucher: We mark the voucher as redeemed and instantly email you a £25 Argos voucher that you can use in-store or online.
What’s Next for GiftChoice?
We plan to launch Style Choice, Social Choice, and Grocery Choice in 2019, each catering to different interests and lifestyles.
We are also expanding our reach. The first batch of GiftChoice cards is already available at Sainsbury’s and Argos, and we plan to make them available at most high-street retailers over the next two years.
Currently, we are using a stock of vouchers from each retailer, but we’re working on something even more significant. Our next project involves connecting directly to retailer APIs to generate vouchers on demand. This will eliminate the need for stock management where possible and make the process even more seamless.
Launching GiftChoice in just six months was one of the toughest challenges of my career, but it was also one of the most rewarding. Seeing the product on the high street shelves makes me proud. A big big salute to all the members of the product, design and development team who made this possible. Especially the development team, who worked a lot of weekends without any additional benefits to finish the product on time. That is where I see the value of team bonding and the passion for completing a challenge kicked in. The development team that I set up were ready for any challenge, and they delivered. And this is just the beginning. With more “Choice” platforms on the horizon, we’re excited to continue innovating and bringing even more flexibility to gifting.
So, the next time you plan to buy a gift card for someone, consider purchasing a GiftChoice card.
Every great project starts with an idea, and for us, it all began with our CEO’s vision. The leadership team recognized the need to boost employee engagement and create a more connected workplace. The idea was simple yet powerful—encourage employees to invest time in meaningful activities and reward them for their efforts. After the initial brainstorming sessions, the concept took shape. We initially called it 120 Hours, but it changed to 121 Hours at the end.
Phase 1: Defining the 120-Hour Concept
The core idea of 120 Hours was to encourage employees to accumulate 120 hours of engagement in a year across five key categories:
Wellbeing – Activities focused on mental and physical health.
Innovate – Contributions towards innovative solutions within the company
Recognize – Acknowledging and appreciating fellow employees’ efforts.
Share – Sharing knowledge and expertise through mentoring or training.
Sustain – Efforts to promote sustainability and corporate responsibility.
At the end of the year, employees would be rewarded for their participation in these activities. Their collected hours would be converted into additional leave days, with a maximum of five extra days off per year based on their level of engagement. This provided both motivation and a tangible benefit for employees who actively contributed to company culture.
Phase 2: Expanding the Vision to 121 Hours
After receiving initial feedback, the leadership team decided to take the concept a step further. The project evolved into 121 Hours, adding one extra hour—the Chairman’s Award. This prestigious hour would be granted at the chairman’s discretion to recognize employees who had made an outstanding impact throughout the year.
With this refined vision, we moved forward into the next crucial phase: turning the idea into reality.
Phase 3: Planning and Analysis
With the concept finalized, the next step was to translate the idea into a tangible solution. A cross-functional team was assembled, including HR professionals, IT specialists, and project managers, to plan and analyze the requirements. Key considerations included:
Scalability: Ensuring the platform could handle a large number of users and adapt to future enhancements.
User Experience: How employees get their hours, track progress, and view rewards.
Categories and Scoring: Defining the criteria for each category and ensuring a fair and transparent scoring system.
Reward Mechanism: Automating the conversion of hours into leave days and integrating it with the company’s HR system. Employees who have achieved their time bank can redeem their reward for extra time off or for category-related rewards.
Phase 4: Architectural and Functional Design
Once the planning and analysis phase was complete, the team moved on to designing the system. The architectural design focused on creating a robust, secure, and scalable web application. Key components included:
User Interface (UI): A clean, intuitive dashboard where employees can log activities, track progress, and view rewards.
Backend System: A database to store employee data, activity logs, and reward calculations.
Integration: Seamless integration with the company’s existing HR and leave management systems.
Security: Ensuring data privacy and compliance with company policies and regulations.
Progress Tracking: Real-time tracking of hours collected, with visual progress bars and notifications.
Reward Calculation: Automatic conversion of hours into leave days, with a cap of 5 days per year.
System Architecture – Creating a scalable platform that could handle user submissions, approvals, and tracking.
Functionality Planning – Defining core features such as: Employee dashboards to track hours. A submission and approval workflow. Automated reward calculation and leave allocation. Reporting and analytics for HR teams.
This phase was crucial in ensuring a seamless user experience before moving into development.
Phase 5: Development, Testing and Implementation
With the designs approved, the development team began building the web application. Agile methodologies were employed to ensure flexibility and timely delivery. Key milestones included:
Prototype Development: A basic version of the application was created for testing and feedback.
Iterative Improvements: Based on feedback from HR and employees, the application was refined and enhanced.
Testing: Rigorous testing was conducted to ensure the application was bug-free and met all functional requirements.
Training: HR teams and employees were trained on how to use the application effectively.
Phase 6- Launch, deployment and maintenance.
After months of development and rigorous testing, 121 Hours was successfully launched. The journey from concept to execution was filled with challenges, but through careful planning and collaboration, we built a successful employee engagement platform that not only benefited individuals but also strengthened our company’s values.
My Role as the Head of Technology – Leading from the Front
In the journey of transforming the “120 Hours” concept into the fully functional “121 Hours” web application, my role as the Head of Technology was multifaceted and dynamic. While it was challenging to define my role in a single sentence, as I was deeply involved in every phase of the project, my primary responsibility revolved around leading the technical vision, making critical decisions, and ensuring seamless execution across teams.
From the very beginning, I worked closely with the CEO, HR leadership, and other stakeholders to understand the core objectives of the program. My role was to translate the conceptual idea into a technically feasible solution. This involved asking the right questions, identifying potential challenges, and aligning the technical roadmap with the business goals.
The project required collaboration across multiple teams, including developers, designers, HR professionals, and project managers. As the Head of Technology, I acted as the central point of coordination, ensuring that every team was aligned with the project’s objectives. I facilitated brainstorming sessions, resolved conflicts, and kept everyone focused on delivering a high-quality product.
One of my primary responsibilities was to make critical technical decisions that would shape the application’s architecture and functionality. Some of the key decisions I led included Choosing the Tech Stack, Defining the Architecture, Prioritizing Features, Ensuring Security and Compliance, closely monitoring the development process, ensuring that the team adhered to best practices in coding, testing, and deployment.
We all always talk about big projects and significant achievements. But sometimes, a small project can give you a lot of satisfaction if it is related to your passion. As a lifelong cricket enthusiast, I was thrilled when I was assigned a project that combined my passion for the sport with my professional expertise. The project was part of Specsavers’ marketing campaign in partnership with County Cricket, a historic competition that has been a cornerstone of English cricket for over 126 years. Specsavers, Britain’s largest optical retail chain, has been the main sponsor of this prestigious tournament and recently secured a four-year extension to their sponsorship. Our task was to revamp the competition’s fulfilment process, transitioning from a traditional, physical approach to a streamlined, digital solution.
The Challenge
Specsavers had initially planned to distribute competition prizes through physical letters and tickets. Winners would receive a printed letter notifying them of their win, along with instructions on how to redeem their tickets. While this approach had its merits, it was time-consuming, costly, and lacked the immediacy that modern consumers expect.
The Solution
I approached to provide a fresh, digital perspective that would enhance the customer experience, reduce costs, and ensure faster prize delivery.
To meet Specsavers’ goals, I designed and implemented an automated digital process that streamlined the entire competition fulfilment journey. Here’s the step-by-step breakdown of how I transformed the process:
Step 1: Daily Data Import
The process begins with Specsavers sending us daily customer data to an SFTP location, including each participant’s favourite county cricket team. This data is the foundation of the competition, as it ensures that winners receive tickets to matches featuring their preferred teams.
Step 2: Automated Data Import
We developed an automated process for importing customer data into our database. This step eliminates manual data entry, reducing the risk of errors and ensuring that the data is processed quickly and efficiently.
Step 3: Data Verification and Qualification
Once the data is imported, we run an automated verification process to ensure its accuracy and completeness. For example, if a customer’s entry lacks an email address, it is flagged as invalid and returned to Specsavers for correction. This step ensures that only valid entries are included in the competition, maintaining the integrity of the process.
Step 4: Lottery Selection
After verifying the data, we run a lottery process to select the winner once a week. To keep it simple and under budget, this is done through an SQL job randomly selecting a row from the database. The randomness ensures fairness, while the automation ensures speed and efficiency.
Step 5: Winner Notification
Once a winner is selected, an automated email with a link to claim their ticket is sent to them. The custom email template, which includes a deadline for claiming the prize, was confirmed with the client, creating a sense of urgency. We used MailGun as our email management service to track the delivery rate and monitor how many users successfully claim their tickets, providing valuable insights for future campaigns.
Step 6: Voucher Redemption
When the winner clicks the link in the email, they are directed to a digital voucher that admits two people to their selected county cricket ground. This digital approach eliminates the need for physical tickets, making the process faster and more convenient for the winner. A small ASP.net application was created to generate the voucher based on the user selection of the county.
Step 7: Voucher Printing
The winner prints the voucher at their convenience. This step ensures that they have a physical copy to present at the ground, while still benefiting from the speed and efficiency of the digital process.
Step 8: Match Day Entry
On the day of the match, the winner takes the printed voucher to the cricket ground. This step maintains the excitement and tradition of attending a live cricket match, while the digital voucher ensures a seamless entry process.
Step 9: Ticket Validation
On the ground, staff members validate the voucher using the reference number provided. This final step ensures that only legitimate winners gain entry, safeguarding the integrity of the competition. The same ASP.net application for step 6 was designed with an API interface to validate the ticket.
By moving from a traditional fulfillment approach to a fully automated digital process, we significantly improved efficiency and cost-effectiveness. The digital approach achieved an impressive 81% attachment rate, meaning 81% of winners successfully claimed their tickets. Eliminating physical mailing costs and manual intervention led to significant cost reductions for Specsavers.
This project was a perfect blend of my love for cricket and my passion for digital innovation. By automating the process, we not only enhanced the customer experience but also demonstrated the power of digital transformation in marketing campaigns. As Specsavers continues its partnership with County Cricket, this automated process can serve as a foundation for future initiatives, ensuring that fans can enjoy the thrill of the game with the convenience of modern technology.
I was the Head of Engineering at a company that sold physical products. My job was to manage the engineering team, ensure our platforms were running well, meet the client, make all technical decisions, and meet deadlines. But one Christmas season, something unexpected happened that taught me a lot about leadership and teamwork.
The holiday season was always busy for the company, especially the Christmas time, but that year was different. We had more orders than ever, and the warehouse didn’t have enough staff to handle them. Orders were piling up, and customers were waiting. It was a challenging situation, and the team in our warehouse was struggling. The day came when everyone realized that it was impossible to deliver all the goods that were promised to be delivered on time before Christmas. The HR team tried to get temporary warehouse staff to cover the situation, but they could not find enough people to handle it.
In this situation, the CEO sent out a message asking if anyone could spare some time to help the warehouse team. I decided to step in. After ensuring my engineering work was covered, I spent an entire week working in the warehouse.
At first, it felt strange. My usual work involved meetings, solving technical problems, and reviewing designs. Now, I was scanning the boxes, organizing products, printing the PO and putting them into the boxes. As we were not trained, we were not lifting or shifting, and we were doing most of the light work. But as the days went by, I became an important part of the delivery process. I learned a lot about the warehouse team’s work and how hard they worked to keep our customers happy. I also realized how little I knew about this part of the business before. Working with them gave me a new respect for what they did.
My decision to help had two big effects. First, it helped the warehouse team catch up on orders and meet customer deadlines. Second, it showed the rest of the company that no job was too small for anyone, no matter their position. It was a reminder that we were all on the same team, working toward the same goal. Even though I managed to break a couple of wine bottles and misplace a few items, the team highly appreciated my work.
But not everyone felt the same way. Some of my colleagues thought it was wrong to ask them to work in the warehouse. They felt it wasn’t their job and that their time was better spent on their own work. This surprised me, but it also showed that not everyone sees teamwork the same way. For some, stepping outside their role felt like a step-down. For me, it was a chance to lead by example and show that sometimes, you must do whatever it takes to help the team.
Looking back, that week in the warehouse was one of my best experiences in terms of teamwork. It taught me that leadership isn’t just about making decisions or managing people—it’s about being willing to do the hard work when it’s needed. It’s about understanding every part of the business and valuing everyone’s contribution. Most importantly, it’s about setting an example that inspires others to step up when times are tough.
Ultimately, we got through that busy Christmas season, and the company became stronger. But the real win was the lesson I learned: true leadership isn’t about your title or job description—it’s about action, understanding, and doing whatever it takes to help your team succeed.
When I joined Avinity, the company had been outsourcing all its IT work. They decided to bring everything in-house and hired me to build an IT team from scratch. My task was to set up the team and transition the outsourced work within 1-2 years.
Even though I had some job offers from some big corporations, I decided to join Avinity when I heard about this challenge.
Starting an IT team from nothing is an exciting challenge, but it comes with many obstacles. The biggest challenge, in my opinion, is the unfamiliarity between team members. If you hire an entire team from the market, you have no idea about their strengths, weaknesses, or how they will work together. It takes time to build trust and relationships.
My Approach: A Mix of Known and New Talent
To overcome this, I hired a few people from my own network—people I had worked with before and knew I could trust. These familiar faces helped set the foundation and brought stability. The rest of the team I hired from the market, bringing in fresh perspectives and skills.
This mix-and-match approach gave me both comfort and flexibility—I had trusted people to rely on while also bringing in new talent to innovate and grow.
Hiring the Right People
Finding skilled professionals who also fit the company culture is tough. Just hiring the most talented developers is not enough—if they don’t work well together, the team will struggle. I focused on attitude and teamwork as much as technical skills. It is important to make sure every new hire is aligned with the company’s vision and work culture and has the freedom to open communication from day one.
Setting Up Processes from Scratch
Since there was no existing IT team, there were no processes, no documentation, and no guidelines. Everything had to be built from zero. This is where your experience comes to play. If you have a few people in your team who you hired from your network(or previously worked with), you have similar experience fo the process. I started with basic project management tools to track tasks. Slowly introduced coding standards, deployment processes, and documentation habits. I kept things flexible—adjusted processes as the team grew.
Knowledge Gaps and Learning Curve
Since IT was fully outsourced before, there was no internal knowledge base. The new team had to learn everything while taking over projects. So I worked closely with the outgoing vendors to document everything before they left. Also encouraged team members to ask questions, experiment, and learn quickly.
Gaining Trust from the Business Team
The company had relied on outsourcing for years, so other departments were used to working with external vendors. Convincing them that the in-house team could do better was not easy. So, to win their trust, I made sure we solved and delivered small but important issues quickly and more efficiently. Also maintained regular communication with stakeholders to understand their needs.
Managing Workload and Expectations
When a new team starts, everyone expects results immediately. The reality is, it takes time to set up, hire, train, and build efficient workflows. However, I set some realistic but challenging timelines for transitioning work. It was important to prioritise critical projects first, rather than trying to do everything at once.
Starting an IT team from scratch is a long journey, not a one-time task. It takes careful planning, the right mix of people, and patience to make it work.
For me, the biggest lesson was that relationships and trust was as important as the technical skills. By building a team with a mix of trusted colleagues and new hires, and by focusing on process, learning, and trust-building, we successfully transitioned the work within the expected time.
