Decisioning Architecture & RTIM Strategy
I build the capability not the deck.
29 years in banking technology. 17 months building Emirates NBD's real-time interaction management capability from the ground up — 2 people to 15, zero to 40+ live use cases, AED 18.3M in attributable revenue.
Verified output — Emirates NBD, 2023–2026
live in production
revenue generated
the NBA thesis
Suncorp · ENBD
Field diagnosis — why programs fail
The deck exists.
The capability
does not.
The consultancies deliver the framework and leave. Eighteen months later the platform is licensed, the data and marketing teams have stopped speaking, and the use cases that were live on slide 12 are stalled in a backlog nobody owns.
I have spent a career operating inside that gap — not advising on it from outside. That is a different kind of knowledge.
Data trust masked as platform failure
Most RTIM programs stall because marketing does not trust the data feeding the decisioning engine. That is an organisational problem, not a Pega problem. Resolving it requires someone who has navigated both sides simultaneously.
Real-time is an architecture decision, not a technology decision
When you fire an offer matters more than the offer itself. Getting trigger logic right requires simultaneous command of customer behaviour, channel economics, and risk appetite. This is rare. Most programs get one of the three.
Year two is where programs quietly die
The first wave launches. Leadership declares victory. The team disperses. No one owns the capability. By month 18 the engine runs stale models and no one knows how to correct it. This is not a technology problem. It is a governance problem.
Best MarTech Transformation of the Year
Middle East MarTech Leadership Summit & Awards — 2026
Best MarTech Innovation
Middle East MarTech Leadership Summit & Awards — 2026
Published research — UTS OPUS
The work
practitioners
actually use.
1,754 practitioners have downloaded this thesis. Not cited in journals — deployed in production environments across banking, insurance, and financial services globally.
Decision Management for Next Best Action Marketing
An econometric and architectural framework for enterprise NBA decisioning. Covers propensity modelling, action arbitration, channel attribution, and the organisational conditions required for real-time decisioning to function at scale. Written in 2020. Still being downloaded in 2026.
→ Download from UTS OPUSDOWNLOADS
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12 MONTHS
Retained advisory
Building.
Fixing.
Scaling.
I work with banks and financial institutions as a retained advisor on RTIM strategy, NBA architecture, and decisioning capability design. I do not produce the deck. I help you build the thing that works after the deck.
Typically 3–4 engagements simultaneously. A short conversation first to establish whether there is a fit.