Andrew Proctor
Technical leadership grounded in hands-on work.
I take responsibility for complex problems, including work outside my usual remit. Working with people who know the area helps me understand what matters and make decisions in the company’s long-term interests.
How I work
Technical decisions
My background is hands-on, from server builds and troubleshooting to architecture and operations. For difficult problems, I work through the technical details and requirements with the people closest to the systems. Together, we choose a solution the team can implement and manage independently.
People and responsibility
I want to understand what people do well and what motivates them. When choosing and developing leaders, I make sure they know which decisions are theirs and what they are responsible for delivering.
Reliability and incident response
I lead incident response and stay involved in the technical investigation. I work with engineers to restore service while weighing the risk of further disruption. That can mean testing how a change would affect customer traffic or preparing other teams for a possible rollback. When service starts recovering, I want to understand whether our fix worked or something else changed.
When I hand over incident command, I ask for a written account of the current state and next steps. After recovery, I expect a review of what happened and clear ownership of the corrective work.
Keeping the customer in view
Years of customer support and support leadership shape my technical decisions and investment priorities. I consider what a change will mean for the people using the product and how improvements elsewhere in technology will raise their expectations.