Nathan Collins
Head of Engineering & product builder.
I design platforms, build AI features, write code, build teams, talk to customers, and work with boards on strategy.
20+ years shipping software in regulated industries.
What I do
Bridge boardroom and IT
I work with departments to understand what they need. I work with leadership to understand growth strategy. Then I build technology that actually serves the business, not an IT roadmap that ignores reality.
Ship products
I take ideas to market. Architecture, code, infrastructure, team, go-to-market. I handle the full stack. ClearSignal went from an empty repo to general release in 18 months. That's the kind of pace I work at.
Work in regulated space
20+ years in credit, compliance, and financial services. I understand how to build software that can't break. Regulators and enterprise customers expect a lot. I deliver.
Use AI to move faster
Modern AI tools let teams accomplish more with fewer resources. I use agentic engineering to ship faster, cut technical debt, and free engineers to solve hard problems instead of busywork.
Building AI into products
Using AI to write code is one thing. Building AI into the product is another. That's where most of my recent work sits: agentic workflows, RAG, decision engines, MCP servers. The features users actually depend on.
AI decisioning at ClearSignal
A multi-LLM layer over a real-time risk-signal pipeline, surfacing AML, KYC and KYB compliance events (and credit decisions) with evidence-backed rationale.
Agentic intelligence at MarketStrike
Autonomous agents that research leads, monitor live market signals, and draft outreach, with every run traceable and held for human review.
Content moderation at MoxiProtect
Real-time detection that classifies harmful social content at scale, protecting public figures from targeted abuse.
Why I'm different
Most engineering leaders are either technologists or managers. I'm both.
I write production code and I hire engineers. I design database schemas and I negotiate with stakeholders. I know compliance inside-out and I know how to make it a competitive advantage.
I measure success the way boards do: shipped products, paying customers, business outcomes. Not engineering metrics.