From fixing washing machines to tackling organised crime and now leading cyber security at the Financial Times. Michael’s career path has been anything but linear. But it’s precisely that blend of technical curiosity, investigative instinct, and people-first leadership that defines his story.
“I was at school in the 70s and 80s when computers were the new thing,” he recalls. “I wanted to study Computer Science, but I didn’t do too well in my exams, mainly through lack of effort! So I became an apprentice electrician.” He completed his training and worked for Hotpoint repairing washing machines, but it wasn’t for him. “I hated it. My girlfriend’s cousin had just joined the police, it sounded super interesting, so I applied.”
In 1989, at 21, he joined Thames Valley Police. “I took to it straight away,” he says. “I loved the mix of challenge, teamwork, and purpose.” After a few years on patrol and pro-active crime teams, he moved into specialist surveillance, a dream role for someone who loved both technology and adrenaline. “I got paid to ride a motorbike and follow criminals. It was the best job in the world, but probably the most dangerous in policing.”
For over a decade, he worked in covert surveillance, gathering evidence against serious offenders. “During that time, I lost colleagues, and others were seriously injured. It teaches you perspective and how to stay calm in tough situations, skills I still use in cyber today.”
His investigative career progressed through the National Crime Squad and later the Serious Organised Crime Agency (SOCA), where he helped tackle large-scale drug and fraud operations. “We worked with law enforcement around the world. I was involved in cases linked to the 7/7 bombings and the investigation into the ‘Suffolk Strangler’. It was intense, but incredibly meaningful work.”
By 2010, he saw technology transforming crime and policing. Promoted to detective sergeant, he set up the Network Crime and Internet Investigations team, focusing on online fraud, open-source intelligence and early social media profiling. “That’s when my real tech journey began. It was the wild west of the internet when Facebook was still open and people used MySpace!”
He went on to study advanced computer forensics at University, “the hardest course I’ve ever done” and later gained a master’s in Computer Forensics, alongside professional certifications like CISSP, GCIH and GREM. His investigative work led to major cases, including Operation Hornet which was a £245m fraud investigation and collaborations with the FBI, Europol and the German Federal Police.
“I’ve always loved the investigative side of cyber,” he says. “When I worked with the Met’s Police Central eCrime Unit, we helped take down global threats like the Zeus banking trojan. That period really set the foundations for the National Cyber Crime Unit.”
Eventually, he decided to move into the private sector “partly to get back to hands-on work.” After an initial interview with a telecoms company, he was offered the role of Cyber Security Manager. “I realised how much I still had to learn,” he admits. “But I had a great team and learned quickly about how businesses operate and how to secure large enterprises.”
From there, he joined CGI as Director of Threat Intelligence and Investigations, building a 24/7 security operations centre that supported the Crown Prosecution Service and Open Banking. Then came Vodafone, where he led UK Cyber Defence. “It was a great company and a brilliant team,” he says. “I only moved on because we relocated as a family to North Wales.”
That move led him to The Very Group, the UK’s second-largest online retailer. “They’re unique both as a retailer and a bank. It was fascinating to work in an environment where cyber risk is so directly tied to business trust.”
When the pandemic hit, remote working opened new possibilities. “Covid was tough, but it showed how well hybrid working could work. When I saw the FT role, it immediately stood out. An iconic brand, a strong purpose, and a brilliant team.”
Protecting journalism and trust
At the Financial Times, his remit goes beyond traditional enterprise security. “The FT is different,” he says. “We have journalists operating all over the world, sometimes in high-risk environments. The threats they face aren’t just phishing or ransomware. They can involve surveillance, intimidation, or attempts to compromise their communications.”
For Michael, protecting the newsroom means protecting people as much as systems. “Our journalists need to work freely and safely, that’s our job. Sometimes that means setting up secure communications in sensitive regions, or helping someone check whether their phone’s been tampered with after a trip abroad.”
Trust, he adds, is the foundation of everything. “Readers trust us to tell the truth. Sources trust our journalists to protect their identities. Our people trust us to keep them safe while they do that. You can’t automate that responsibility, it takes empathy and collaboration.”
Making security visible
Cyber security often operates behind the scenes, something Michael is keen to change. “A friend once told me, ‘Security puts the no in innovation.’ I’ve made it my mission to prove that wrong,” he says. “We’re here to enable, not block.”
Under his leadership, the FT’s security team runs awareness campaigns, board-level cyber exercises, and regular training for engineers and editorial staff. “We already publish a monthly newsletter, and next year we’re building a network of Security Champions to spread awareness and best practice across teams.”
Looking ahead
The pace of change in cyber security continues to accelerate. “When I started, we were investigating individuals using computers for fraud. Now, organised crime groups run sophisticated, global operations. But the defenders have levelled up too. Tools like XDR, threat intelligence, and AI are transforming how we protect businesses.”
He sees AI as both a challenge and opportunity. “Used wisely, it can help us spot threats faster and free up humans to focus on complex, creative work. That’s where the real value lies.”
Advice for future cyber professionals
For those considering a cyber career, especially from non-traditional backgrounds his advice is simple: “Don’t be put off by the jargon or the job titles. Cyber needs all sorts. Investigators, communicators, problem-solvers. Be curious, stay humble, and keep learning.”
His own journey, from electrician to detective to cyber leader is proof that unconventional paths can lead to extraordinary places. “What matters most is curiosity and integrity. If you have those, everything else follows.”
And what keeps him motivated at the FT? “The people and the purpose,” he says. “The FT matters to readers, to markets, to democracy. Protecting that gives real meaning to what we do.”
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