TLDR: Four years ago I was in the room when UK Government tried to solve sovereign cloud with a Hyperscaler. It went over budget, behind schedule, and never truly delivered control. Nscale is what we were actually trying to build.
I'm an enterprise salesperson with 10 + years of leadership in defence, public safety and NS technology. I want to be part of the team building the AI factories of the future.
- Evidence that I've done my homework.
- That I'm bringing a point of view.
- That my approach isn't whimsical.
"Digital sovereignty is no longer a procurement checkbox or a compliance footnote"
Uniquely for Nscale regulation doesn't have to be a speed bump, but a tailwind vs the competition.
Conversations on AI have moved away from purely model capability and the race for staff fluency. We're seeing new procurement mandates, audit requirements and publicly noted US CLOUD Act conversations across UK Gov.
Right now, the Hyperscalers can't structurally solve the jurisdictional problem. The market is legislating towards Nscale.
The mission is at its most compelling
Most technology companies promise to optimise 'something'. By being a Vertical Integrator, Nscale rebuilds from first principles.
I don't see the opportunity as to improve how Western enterprises simply buy compute, but more to determine whether sovereign AI infrastructure gets built at all (and on whose terms!).
Right now, there is an opportunity for the people building the foundation of the fourth industrial revolution. Something that will be visible in retrospect as genuinely consequential as AI moves through every industry.
Three things have never been true at the same time
1. Record capital has been raised and being deployed into physical infrastructure quite literally as I write this.
2. The policy environment has solidified around sovereignty as a real commercial requirement.
3. Enterprise buyers are now being forced by regulation, geopolitics and board-level pressure to make a decision on the future of their AI stack.
Arguably, I've seen each of these things has be partially true at different points over my career. All three being true at once is what makes this the true inflection point.
No single owner. No established 'champion'.
In the initial AI wave, buying AI was a capability conversation (I've been there) our CTO led, our engineers validated, and then procurement followed.
That's no longer the case, the CFO is now demanding ROI justification before anything progresses. AI infrastructure sits (awkwardly) between CTO, CIO, CISO, and CFO, and the sovereignty argument (compelling as it is) lands with legal and infosec, who rarely control budget. It's messy.
The right person must be able to read the political landscape before the first meeting, build a buying coalition that doesn't yet exist whilst also building a strong internal champion.
Vertical integration is the hardest sell in enterprise technology.
Buyers and procurement teams are trained to evaluate point solutions. These fit neatly into existing budget lines and procurement frameworks. Vertical integration is a shock to them. It asks a buyer to make a strategic bet on a provider to own the entire stack.
In any large enterprise (particularly in UK Gov) and the technology landscape looks chaotic. Most of the time, it genuinely is. But the fragmentation has calcified over years meaning liability has settled across multiple vendors and compliance obligations have been carved into separate contracts. The risk has been distributed by habit as much as by design. Yet, no one is forthcoming to up-pick it.
Convincing buyers to collapse the stack into a single sovereign provider isn't selling a product, but selling real empirical change.
Big-name cloud sales experience ≠early-stage execution
You'll see candidates with the right logos, titles, and a history of large enterprise deals. What's harder to find are people who have operated at the pointed end of a commercial motion that didn't yet fully exist. People who can write the playbook and train against it, rather than just follow one!
Selling at AWS, Google, or Microsoft is a different discipline. Brand reputation helps open the door before you've said anything and procurement frameworks do the heavy lifting. The machine sells itself and the salesperson massages the process.
Nscale doesn't need someone who has ridden a brand into a room. It needs people who have got a 'bloody nose' selling with a lesser brand whilst understanding the high value motion.
Auror - Sales
0.9M → 4.2M ARR over 6 Q's
- Joined Auror (series B) as the first UK & Europe sales hire deliberately choosing a zero-brand, early stage opportunity.
- Led sales, played across marketing, strategy, and Government Affairs.
- Grew the team from one to 8. Operated directly with senior government stakeholders, including the Home Secretary's SpAds.
- I chose Auror over an offer from a Cloud Hyperscaler to test myself in an early stage org. I know what it's like to sell without the wind behind me.
Deloitte - Senior Manager
£0M → £2.4M ARR over 3 FY's (personal portfolio)
- Engagement lead across 2 UK Gov sovereign Hyperscaler workstreams (infrastructure and platform layers).
- Founded Deloitte UK FinOps Practice. Persuit Lead for the first UK gov FinOps deployment into the Department of Health, NS and Defence (2.4m).
- Two consecutive "exceptional circumstance" promotions, fast-tracking from Senior Consultant to Senior Manager.
- Green badge holder.
UK Military Officer - Pilot
Commisioned Officer - Deployed Reaper MQ9 Pilot
- Multiple global deployments as a Reaper MQ-9 pilot.
- training and development SME to the Royal Air Force of Qatar. Delivering critical training to a global strategic partner.
- Spent 12 months upskilling as a self taught AWS Cloud Engineer.
- Early contributor to the UK Gov "20-40-40" strategy unmanned air systems paper.
- Nato Mission Commander, Unmanned Systems Northern Iraq (2022).
"We are building the engine of superintelligence. Nscale will be the infrastructure layer on which the fourth industrial revolution is built - and the UK will not be a taker. It will be a maker."