Making technology useful to the organisation.

The opportunity

ITV Studios’ production labels work across different markets, systems and levels of AI readiness. Studios Agent Hub aims to give teams shared access to approved models, agents and reusable business context, so useful work can spread across labels.

My focus

My focus is the technical direction and delivery approach: connecting platform development with business priorities, and bringing engineering, data and product colleagues together around useful applications of AI. That includes the governance, commercial decisions and support for adoption needed to make the capability sustainable.

The approach

The funded initiative builds on the AI Agent Hub MVP developed in 2025. The rollout plan starts with controlled use, prioritises teams without AI access, and expands according to business value and readiness.

The aim is to develop reusable agents and connections to business data, with visibility of usage, cost and quality to guide further investment.

Read about the AI Agent Hub MVP ↓

The need

Teams needed room to explore what AI could do, alongside clear boundaries for its use. The MVP brought access to tools and safeguards together so teams could try useful applications.

My contribution

I worked on AI Agent Hub as part of my wider work in AI adoption and governance, helping teams assess useful applications alongside colleagues in Technology, Group Data, Legal, Privacy and Group Risk and Controls.

What followed

The 2025 MVP provided the foundation for the funded Studios Agent Hub initiative, described above. The next phase focuses on developing reusable capability and supporting adoption across ITV Studios.

The EBU recognised AI Agent Hub with a nomination for its 2026 Technology & Innovation Award, listing me as the project contact.

Read the EBU’s description of the project ↗

My contribution

I helped shape ITV’s Intelligent Automation initiative and worked with colleagues to apply it to business use cases, combining n8n’s workflow automation with OpenAI. The focus is on connecting AI tools with the work teams need to do.

Recognition

ITV’s Intelligent Automation entry was shortlisted for Best Use of AI (Workflow) at the Broadcast Tech Innovation Awards 2026. The recognition belongs to the team behind the work.

View the official 2026 shortlist ↗

The problem

An internal audit found inconsistent ownership information across parts of the technology estate. Cost decisions needed a shared view of applications and capabilities. AI reviewers needed to understand which systems, data and owners each proposal involved.

My contribution

I helped change the architecture practice’s focus towards the evidence people need to act. We linked applications to business capabilities and named owners, agreed common definitions and connected the model to investment analysis and AI review.

We accepted spreadsheet imports and incomplete records so teams could use the model while it developed. That meant carrying some modelling debt, with clear ownership of the information.

The result

The model exposed duplicate applications and gaps in accountability. A later cost programme reused it to assess where to tolerate, invest, migrate or eliminate applications. AI submissions now use the same context to give human reviewers consistent evidence, while leaving them accountable for the decision.

Read the approach and lessons →

The problem

Programme, rights and schedule data passed through multiple systems before reaching ITV Player. Split ownership and duplicated data made the estate difficult to change. I proposed APIs around the source business systems, starting with ITV Player but intended for reuse across ITV.

My contribution

As a solutions architect, I developed the proposal and built support through stakeholder mapping, individual discussions and senior stakeholder meetings. The Online Simplification Portfolio Steering Board approved a three-month proof of concept.

I negotiated time with line managers to bring engineering, testing and operations colleagues into a small, co-located team. As its Product Owner, I set the direction, established the backlog and prioritised the work. I also facilitated the workshop that selected Android for the pilot, with resource cost and availability the highest-ranked criteria.

The result and lesson

Within three months, the team delivered an Android ITV Player application using the proof-of-concept API. Senior management endorsed the approach for further development.

The work also exposed limits in how we were organised. I owned scope and vision but did not control the budget, and dependencies on a separate infrastructure team remained a bottleneck. Those lessons still shape how I think about team boundaries and delivery responsibility.

Read the project report →