MAPM · Nscale · 2026

ALEXHURST

Turning AI infrastructure ambition into delivery.

I build the organisations, operating models and delivery systems that turn complex infrastructure commitments into operational capacity.

Senior Director, Technical Program Management & PMO

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ScrollImpact · Experience · Challenges

▸ 01 — Impact

Delivery at scale

Selected outcomes from delivery leadership at Nscale. The contracted portfolio figure reflects organisational commitments under programme leadership — not GPUs already delivered.

250K+

Contracted GPU portfolio

Under delivery leadership across a multi-region portfolio — not a delivered volume.

20K+

Delivered end-to-end

GPUs delivered end-to-end across two large clusters, with a further major deployment led in parallel.

14 → 8weeks

Boots-on-the-ground to customer handover

Weeks reduced for appropriately sized deployments through a repeatable model.

approximately 90%

Delivery-date forecast accuracy

Within a ±1-week tolerance across six deployments over nine months.

From zero

Delivery organisation

Built the delivery organisation, operating model and governance structure.

▸ 02 — About

Delivery systems for complex infrastructure

Focus

AI infrastructure
Portfolio delivery
Technical programme management
Delivery organisation design

Nscale · MAPM

I specialise in building delivery capability inside rapidly scaling businesses, translating complex infrastructure commitments into plans that teams can execute with clarity and pace.

My work spans portfolio planning, technical programme delivery, supplier performance and customer handover. I bring commercial judgement and operational discipline together to keep delivery predictable as scale and complexity increase.

At Nscale, I built the delivery organisation and operating model from zero, establishing the governance, forecasting and reporting needed to manage a growing GPU infrastructure portfolio across EMEA and the United States.

▸ 03 — Experience

Career progression

From ICT project delivery to AI infrastructure programme leadership — increasing scale and organisational responsibility.

01 · Current

Nscale

Senior Director, Technical Program Management & PMO

May 2025 – Present

11 direct reports · 46 indirect

Established portfolio planning, governance, integrated scheduling, risk management, forecasting and executive reporting for AI infrastructure delivery across EMEA and the United States.

Led delivery across a contracted GPU portfolio spanning EMEA and the United States, including more than 20,000 GPUs delivered end-to-end across two large clusters while leading a further major deployment.
Established a repeatable deployment model that reduced the standard boots-on-the-ground to customer handover period from 14 weeks to 8 weeks for appropriately sized deployments.
Achieved approximately 90% delivery-date forecast accuracy within a ±1-week tolerance across six deployments over nine months.
Managed delivery Capex and budget decisions with delegated approval authority up to £500,000; led supplier strategy, mobilisation, performance management and delivery recovery.
Developed an acquisition business case for specialist high-density GPU cabling capability.

CityFibre

Technical Programme Manager

September 2021 – May 2025

Fibre exchange delivery across planning, suppliers, field activity, integration and operational handover.

Delivered more than 50 fibre exchanges during tenure.
Contributed to a wider programme planned around 155 exchanges.

Zen Internet

Programme Manager

December 2019 – September 2021

Infrastructure portfolio covering fibre upgrades, Cisco upgrades, SD-WAN and backhaul.

Managed a £17m+ infrastructure portfolio with 92% on-time delivery.
Supported more than 100 exchange integrations and FTTP launches across 80+ cities.

Lookers PLC

Project Manager

November 2017 – December 2019

Project delivery across a wide commercial range, with improved timelines and cost outcomes.

Managed projects from £10,000 to £1.6 million.
Improved delivery timelines by 30% and delivered more than £1 million in cost savings over 12 months.

Specialist Computer Systems Ltd

Project Manager

June 2014 – November 2017

ICT infrastructure delivery for schools and colleges — networking, servers, wireless, communications, audiovisual systems and physical security infrastructure.

▸ 04 — Selected delivery challenges

Under pressure, still on path

Two concise examples of delivery under pressure — structured as challenge, approach and outcome.

Case 01

Hardware supply recovery

Challenge: A hardware supply constraint threatened the delivery timeline on a live deployment.
Approach: Reworked the critical path and directed an alternative sourcing strategy. Secured executive approval for a controlled temporary component substitution, then coordinated alternative and incumbent supply channels.
Outcome: Customer acceptance was achieved ahead of the target date.

Case 02

Technical remediation

Challenge: A configuration issue blocked acceptance on a deployment involving thousands of GPUs.
Approach: Coordinated engineering, vendor and customer validation, and delivered the remediation plan to the required deadline.
Outcome: Acceptance progressed on schedule. Lessons were incorporated into subsequent acceptance criteria to reduce repeat work.

▸ 05 — Credentials

Professional credentials

Formal qualifications supporting programme leadership practice. In-progress pathways are labelled as such.

APM Full Member (MAPM)
2026
Association for Project Management
PMP
2018
Project Management Institute
MSP Practitioner
2019
Managing Successful Programmes
PRINCE2 Practitioner
2015
AXELOS
Lean Six Sigma Green Belt
2022
IASSC
ITIL Foundation
2015
IT service management
Microsoft Project Advanced
2019
Scheduling & controls
Chartered Manager
2026–27
CMI Level 7 pathway — in progress
In progress

▸ 06 — Contact

Let's discuss delivery at scale.

Open to conversations with hiring leaders, collaborators and operators working on complex infrastructure and portfolio delivery.