Myles Mellor

The throughline across all of it is one pattern: fragmented activity turned into a repeatable, measurable system. A CRM transformation that hundreds of people actually adopt. An event-ROI method that travels from one country to the whole business. A marketing portfolio governed at £50m+ with the measurement to back the decisions. The value has never been in one specialism — it's in the integration.

A lot of that pattern ran through marketing and digital. My early career was financial-services marketing — econometric campaign modelling at Santander/Abbey, ROI governance and test-and-learn frameworks at HSBC. Then I led digital and marketing in hospitality and consultancy: online revenue grown from £6m to £10m a year, performance-marketing returns of 500–700%, SEO, brand and the measurement underneath them. Two decades of web, SEO and domain work sit behind the modern stack.

The AI work is the current expression of that pattern, not a new identity bolted on. I use AI the way I've always used tools: selected by outcome, wired into how the work actually runs, and subordinated to the commercial point. I'm more commercial than developer — a two-decade web background rather than a software-engineering one — and the honest edge is the integration, not the implementation depth.

So I'm deliberate about what I don't claim. The internal AI remit at my current role is real but pilot-scale, not enterprise-AI leadership. The stronger evidence for how I work with AI comes from what I've actually built — the shipped work, the systems behind it, and an honest map of where I'm strong and where I'm not.