About me
I'm Srini. I started as a developer in 2001, grew into an architect, and went on to lead the architects and engineers who build payment platforms at scale — and the data strategy behind them. That path means I can go deep into the code with an engineer in the morning, make the investment case to an executive board in the afternoon — and translate faithfully between the two.
At a glance
Chapter 01
What makes me different — and how I grew from developer to technology leader.
I've built it, designed it and led it — and I've sat on both sides of the table.
How I lead
People first, clarity next, delivery always. I recognise the effort behind the outcome, own the mistakes and keep blame out of the room — so teams collaborate instead of protecting themselves.
▸“A true servant leader” — in my team's own words; credited by an Allianz steering committee
Where I come from
Developer, then architect, then technology leader. I can challenge a design with an engineer at sea level and make the investment case to an executive board at 30,000 feet.
▸25 years, from writing code to leading a 30-person organisation
Where I've worked
15+ years in consulting and pre-sales, plus in-house leadership at Allianz, Ricoh and Discover. I know how suppliers win and deliver — and how clients buy, fund and own change.
▸Consultant to EY, HSBC and Broadridge · leader at Allianz, Ricoh and Discover
The combination is rare: someone engineers trust, executives back, clients believe and suppliers respect — because I've stood where each of them stands.
Every step up the ladder added a wider view — without giving up the one before it. That's the strength I bring: a technology leader with an engineer's instincts and an architect's eye.
I now lead the people who do that work. Most recently, a 30-person organisation of architects and engineers, led through Architecture and Engineering Managers, for platforms processing 200M transactions a day — cutting partner onboarding from 73 days to 5–7.
Strength carried forwardExecutives get strategy grounded in engineering reality.
I moved from components to whole estates — integrating 112 systems for Saudia, building a household view of the customer at Allianz UK, designing data and regulatory solutions for EY, HSBC and Broadridge, and shaping a $500M cloud transformation.
Strength carried forwardI see how every decision ripples across platforms, data and teams.
I started by writing and shipping code for enterprise integration. I learned how systems really behave under load — and exactly how they fail.
Strength carried forwardEngineers trust my judgement because I've done their job.
Chapter 02
My leadership philosophy — with the principles and books behind it one click away.
I modernise platforms
and humanise leadership.
People first. Clarity next. Delivery always.
Great platforms are built by teams who feel trusted. I invest in people — coaching managers, giving real ownership, and creating the safety to raise problems early.
▸Turned stressed, siloed teams into one team at Discover
Ambiguity is the enemy of delivery. I turn complex estates into a clear target architecture, explicit decision rights and a roadmap everyone can explain.
▸A North Star that cut partner onboarding from 73 days to 5–7
Care and clarity only matter when they ship. I hold a high bar for outcomes and resilience, and I own the hard days as well as the good ones.
▸A 3,200% post-merger surge absorbed by the same team
Srini is a highly capable, ethical, and compassionate leader. He brings out the best in his team and earns the trust of his business partners through his integrity and high personal standards.
Director - Application Architecture
Discover Financial Services · Managed Srini
Chapter 03
My situation, the roles I'm looking for, and why I built this site.
In August 2026, my role as Head of Technology for Partner Experience and Payments at Discover was made redundant as part of Capital One's restructuring following the acquisition.
Restructuring is something I understand from the inside — I directed the £40M, 144-platform convergence programme after the merger. Being on the other side of it hasn't changed my view: well-run integration is how organisations get stronger.
It has also given me something rare in a 25-year career: time to step back, sharpen my tools and choose my next chapter deliberately.
What I'm looking for
Senior roles where I can turn complex estates into investment cases and deliverable roadmaps — and grow the next generation of leaders.
In-house
Consulting
Sectors: Fintech · Payments · Insurtech · Airlines · Retail — or any regulated environment
I built this site with Claude Code to stay hands-on with AI — and to show what a CV can't. I set the architecture, made the calls and reviewed every change.
Chapter 04
Family first — and what I love outside work.
Family first — always. Everything else, including how I lead, flows from that.
Family
The roles I'm proudest of. They keep me grounded, teach me patience daily, and remind me what really matters when work gets loud.
On the pitch
Cricket taught me early that the team's total matters more than any one innings. Badminton keeps the reflexes sharp.
On foot
Some of my best thinking happens walking — it's where tangled problems tend to untangle themselves.
Giving back
I serve as a Parent Governor at my son's school and help raise funds for his cricket club. Governance and stakeholders — with tougher critics.
Downtime
My favourite comfort viewing. Ted Lasso is quietly one of the best leadership manuals around: lead with belief, kindness and a biscuit.
Family first.
It isn't a slogan — it's why "People first" comes so naturally at work. Every person on the teams I lead is someone's family too, and I lead them that way.
Contact
I'm based in London, UK. Whether it's a leadership role, an advisory engagement or a transformation that needs shaping — my inbox is open.
srini.vankee@gmail.com