Select Page

Paul Golding: Technologist, Problem Solver.

I am a systems thinker and I specialize in solving complex problems related to company performance and innovation. Following a situational analysis, I make proposals for future product and technical interventions. My niche is advanced computation such as  AI, Machine Learning and Simulation. I am often hired to run a multi-disciplinary “Innovation Lab” .  Besides being a hands-on technologist, I am skilled in applied innovation strategy.   Checkout some of my projects.

I am a rare IEE prize winner with >30 patents in AI, Blockchain, Computer Vision, Computational Aesthetics & more. I have achieved various notable industry firsts and filed my first patent for Neural Network design in 1994.

I have executed innovation projects for clients globally:  Microsoft, Google, Motorola, O2 UK, McLaren, Vodafone, 3 UK, Acision, Art.com, Navteq, B&Q, Credit Suisse, Acision, Naspers, IBM, Telefonica, Ericsson, Prosper and others.

I am available for advisory roles and engagements. 

WHY?

Even orgs that consider themselves “technical” struggle to place the right bets on rapidly emerging fields like AI and ML. I can formulate, guide and build those bets.

I can initiate projects from a blank sheet of paper and build PoCs, either by myself or by setting up a “labs” team.

WHAT?

I am not a slide-maker & espouser of theories (despite a deep theoretical competence in many fields). I have practical hands-on deep-tech experience and have only ever worked on novel projects.

I have over 30 patents in  fields like AI, Computer Vision, Blockchain, Mobile and NLP.

I deliver CxO-digestible results, not “innovation theories”.

0

Creative

I  have a track record of creating novel solutions across a wide set of industry problems from digital art to fintech to racing cars. I use design-driven innovation to reinvent businesses via the application of advanced computation (e.g. AI).

Business Minded

I learned from the legendary Tom Peters about the language and art of business. There is nothing new to add to his insights, despite modern fads like “Lean” this, that and the other. Put plainly: I am not a technologist for technology’s sake. I mean business.  

Hands On

I am not an “innovation theorist” with “big idea” Powerpoints or feelgood sticky-note frenzies. I produce tangible, well researched outputs: I can propose, design, architect and build. My track record in technical execution is backed by many satisfied clients and numerous project and patent achievements.

Data- and Design-Driven

I come from a signal processing background,  so data-processing is my “first language.” I am also a mathematician. But I am also well schooled in design. My approach is to fuse data-driven analysis (bottom-up) with design-driven innovation (top-down).

Solving Complexity: Cognitive Transformation

Most “digital transformation” is speeding up existing processes rather than reinventing them. This is not a sustainable approach when adopting advanced cognitive technologies, like AI. They have their own capabilities that often transcend traditional thinking and approaches.

The chaotic reality of today’s market, user and regulatory environment stems from the fact that businesses are Complex Systems. Mere “simplification” of processes no longer works. Complexity has to be embraced, not reduced.

If your processes can’t continually adapt at the rate of change of complex external stimuli, then you will fail in the face of smarter competitors and drown in technical or structural debt.

The availability of large-scale cloud computing, composable services and open source AI is a game-changer and demands a rethink.

Organization intelligence is rapidly becoming synonymous with “organizational cognitive intelligence”.  If cognitive computing isn’t at the core of your transformation roadmap, you are doing something wrong.  You need “cognitive transformation”, not digital transformation.

This is an actual clustering visualization from a project I worked on in e-commerce. There’s meaning in this data. Modern orgs/markets are similar — they contain clusters of behaviour and opportunity that are discoverable via cognitive computation and strategy.

My approach:

I interpret your business into its essentials, mostly via critical reasoning and interview-based research, not some faddish jargon-laden “framework” that produces hundreds of content-less slides.

I help interpret where untapped value might lie irrespective of existing corporate narratives, real or false. If necessary, I enlist design-interpreting partners, such as Rick Lewis (former Ideo, former Frog, Braun Prize winner).

Using design-driven innovation, which is a form of conceptual blending, I re-interpret core competencies through the lens of advanced technology trends. A propose a landscape of future possibilities suitable for transposition into meaningful digital strategy.

Often, I am hired to put theory into practice and lead a team —  “Innovation Lab” — that develops PoCs and core technology beyond the current roadmap. Where necessary, I draw upon an extensive global network of talent.

1. Establish the true mandate.

What do you *really* want? This is always the starting point. Everyone says “we want to innovate” but seldom do they articulate the real constraints. Via a series of conversations with executive sponsor(s), I tease out the true mandate, which is often tricky. If I don’t see a meaningful mandate, I walk away. I have no desire to get paid $$$ for delivering slides that will never translate into value. Life’s too short for vanity projects.

2. Capabilities discovery

Clients know their business the best, but often via a biased, dogmatic or historical lens. I tease out current capabilities so that I can begin to fit them into a different framing – i.e. one of advanced computation. This step includes a kind of “digital what-if”, like if X is the digital future of Y (e.g. some pivotal capability or market characteristic) then how might that impact our view of capabilities.

3. Map a digital landscape

Irrespective of what a client tells me about their business, I develop an independent view of the landscape with the goal of unearthing foundational limits. For example, if the core of a client’s financial business is essentially aggregating data, then I will explore the limits of aggregation were we to apply any amount of resources. Are these limits informational, process, speed, or something else? I then explore these limits through the lens of computation and interpret the possibilities. Doing this over a range of core processes, I construct a digital landscape of possible business futures.

4. Develop a design framework

Via a process akin to design-driven innovation, I frame your industry category in terms of its product futures. This is an attempt to unveil the actual meaning of a current product and/or intended innovation in the mind of the market. For example, perhaps a financial loan product is really an “insurance policy” in the mind of its users. In which case, the “insurance qualities” of that product might become its design-driven purpose. This might entail looking more broadly at the theme of “insurance” and seeing how it might be re-imagined via the use of computational technologies, if applicable. This approach reveals a set of possible product strategies to frame the innovation.

5. Synthesis

Finally, I synthesize the digital landscape and design framework in order to describe a set of digitally-native strategic futures and tangible actions to get there. To be clear, I seldom make strong recommendations at this point as it causes a bias in the process. Rather, I aim to expose a set of proposals via what I call “pillars of change”. These are themes around which an actual strategy might be constructed. It is not my place to state a strategy, but rather to suggest what it could be via “digitally emergent” ways of operating.

Chief-Technologist "in Residence"

Besides hands-on consulting, I provide “virtual” Chief Technologist retainer packages more suited to clients who need to “out-brain” some of their thinking. It can literally save you millions!

Find out more about “virtual in-residence” retainer options.

As one client put it: “Paul is our tech guardian angel”.

About Me: Intrapreneur

 

The short version is that I’m a multi award-winning technologist with a list of prestigious clients that I have helped to interpret and build their technological futures through the lens of advanced computation (inc. AI, IoT, Big Data, or similar). [See my projects.]

I am not a feel-good “innovation consultant” who holds fluffy workshops with sticky notes and buzzwords. My list of technical accomplishments is long, embarrassingly so, but always couched within a realistic business context.

Originally from the UK, I have a background in Electronic Engineering and Signal Processing that I honed whilst designing silicon-chips for Motorola. I was the youngest ever engineer to receive their Patent of the Year award –some of my chip designs were pivotal to the launch of viable digital mobile infrastructure.

I founded Europe’s first mobile apps company and built numerous mobile services for corporate clients (IBM, Credit Suise, Dell, Lucent Technologies etc) and carriers. By 2005, I wrote one of the worlds’s first mobile apps textbooks (Wiley) and helped to define the mobile app category. My company designed the world’s first fully over-the-air mobile email system for Microsoft Exchange before Blackberry.

Working alongside Google, Motorola, Sun, and others, I was one of only a few individual expert members of the Java Community Process that created the original mobile app framework (MIDP) in 2005 — the precursor to Android.

I returned to industry to become a consultant or interim architect, including Chief Architect for Motorola’s EMEA mobile services division.

I was tempted into academia, having conducted PhD research (3D compression for Augmented Reality) at the prestigious University of Southampton mobile labs, but I was too enthralled by opportunities related to the Web. 

I have crafted my consulting career to work for some of the most interesting companies in their respective sectors (e.g. O2, McLaren, Prosper) often helping them to become more like “tech companies” (definitions of “tech company” notwithstanding).

I often find myself innovating and evangelizing from inside a later-stage company, so I have come to think of myself as an “intrapreneur”.

 

Testimonials

Passionate, bright and filled with big ideas and most importantly a whole systems thinker

Ivy Ross, VP Hardware (Google)

A pretty unique bundle. A deeply experienced hands on technologist, a strategic thinker that understands the challenges facing both large and small businesses

James Parton, Europe GM (Twilio)

Paul has a brilliant grasp of the technical opportunities open to the mobile industry and a real passion for driving breakthrough change

Derek McManus, COO (O2 UK)

His knowledge and experience is as vast as his drive and thirst for uncovering what is possible with the latest technologies

Jason Cale, Product Design (Facebook)

Unique, different, diverse, challenging, direct, open and a total disregard for the “norms” in any situation

Tracy Isacke, MD (Silicon Valley Bank)

Start your cognitive transformation…

Talk to Paul.

Subscribe ToMy SimplexityNewsletter

Join our mailing list to receive the latest news and updates from my blog and projects.

You have Successfully Subscribed!