Why Jon

The difference between advice and judgment is having been the person responsible when something went wrong.

Jon Hathaway

I'm Jon Hathaway.

British-born, raised on the East Coast of England, and forged in the infrastructure trenches of Berkshire — the UK's Silicon Valley. I've spent 25 years as a global troubleshooter and evangelist — building, fixing, and leading technology organizations across data centers, startups, and Fortune 500 boardrooms.

I started Nocelion because the people evaluating technology for investment decisions are rarely the people who have operated it. I have been both. I've been the operator in the room at every scale — from founding a consulting firm to running a 200-person engineering org with an $80M budget. That experience is what I bring to every engagement.

25+Years in Technology
$80MBudget Managed
200+Engineers Led
70+Clients

Advice Grounded in Operating Accountability

I have been the CTO, the Incident Commander, the person who owned the P&L. When I assess a technology organization, I am comparing it to the ones I have run.

Fortune 500 Through Startup

25 years across every scale. I have managed 200-person engineering organizations with $80M budgets and founded a consulting firm from zero. The judgment spans the full range.

Evidence Over Theory

Every recommendation is grounded in quantified outcomes from real engagements. $30M+ in savings, $0 ransom during a Fortune 500 ransomware attack, 100% critical-season uptime after four consecutive years of failures.

The Journey

I started at COLT Telecom in 1999 — Cisco networking, data centers, the heavy-iron side of technology. By 2003 I'd founded my first company, a technical consultancy, and spent four years learning how to build a business from nothing. That was followed by Rackspace, where I was the highest-grossing pre-sales engineer in the UK and the youngest on the enterprise team, and then Novell/SUSE Linux, winning multi-year contracts against RedHat and Oracle in the finance sector.

In 2010 I moved into pre-sales architecture at Computer Associates in Berkshire, where I found the intersection of deep technical expertise and business outcomes. I became their top-performing Solutions Architect globally — and led a landmark deal that created an opening to come to the United States. My wife, our kids, and I made the move, and we've been building a life here ever since.

I spent three years at IGT in Las Vegas building SaaS platforms for the gaming industry, leading 70 engineers across two continents and connecting thousands of machines to a centralized cloud platform. Then I founded HATech, a cloud consulting firm that grew to $5M in revenue and delivered over 200 projects for 65 enterprise clients across healthcare, finance, hospitality, and gaming. During that time I also served as a Principal Solution Architect at IBM for their highest-value accounts.

At Dick's Sporting Goods, I built their platform engineering organization from the ground up within a 1,200-person technology org. I managed an $80M annual budget, 200+ engineers, and 900 edge locations. I led a $30M+ annual cost optimization program, served as Incident Commander during a major ransomware event, and developed the "atomic store" edge deployment strategy that I presented at Microsoft Ignite to over 1,000 attendees.

Those experiences taught me something important: the companies that need technology leadership most are often the ones that can't access it. Mid-market companies can't attract enterprise-caliber operators. Enterprise organizations keep losing CTOs at month twelve — not because they hired the wrong person, but because they're asking one person to do two incompatible jobs.

I've been on both sides. That's why I started Nocelion.

Everything at Nocelion is built on one principle: technology leadership should be accountable to outcomes, aligned with incentives, and grounded in the kind of experience that only comes from doing the hard work at scale.

If you are evaluating an investment, managing a portfolio company, or leading an organization through a technology transition — I would enjoy hearing about it.

Nocelion LLC

2025 — Present

Founder & Principal Advisor

Mesa, AZ

Dick's Sporting Goods

2024 — 2025

VP, Platform & Infrastructure Engineering

Remote

Dick's Sporting Goods

2022 — 2024

Senior Director, Platform & Infrastructure

Pittsburgh / Remote

IBM

2021 — 2022

Principal Solution Architect

Remote

HATech LLC

2015 — 2022

Founder & Chief Architect

Tempe, AZ

IGT

2012 — 2015

Director of Systems Engineering

Las Vegas, NV

Computer Associates

2010 — 2012

Lead Cloud Architect

Slough, UK

Novell / SUSE Linux

2008 — 2010

Data Center Pre-Sales & Technical Specialist

Bracknell, UK

Rackspace

2007 — 2008

Enterprise Solutions Engineer & Technical Architect

Stockley Park, UK

Complex-ite.net

2003 — 2007

Managing Director & Chief Architect

UK

COLT Telecom

1999 — 2003

Senior E-Business Consultant / Network Trainer

UK

How I Work

1

Diagnose

Every engagement starts by understanding what is actually happening — where value is trapped, what is underperforming, and what to fix first. Evidence-based, not assumption-driven.

2

Architect

Design the structure that makes the next phase work — whether that is a value creation roadmap, vendor strategy, team redesign, or the architecture the investment thesis requires.

3

Deliver

Hands-on execution alongside your team. I stay close enough to the work to own outcomes, not just advise on them.

4

Adapt

The engagement evolves with the work. A diligence engagement can become a value creation sprint. A sprint can become embedded leadership. The model fits what the investment requires next.

Outcomes from real engagements across Fortune 500 and growth-stage companies.

$30M+in annual cost optimizationCloud, data center, Kubernetes migration, and vendor renegotiation. Single-year EBITDA impact.
$80M+in technology budgets ownedFull P&L ownership. 200+ engineers. 3,000+ applications. 80+ teams.
96%employee engagement scoreBuilt the highest-rated engineering organization. Zero attrition over two years while expanding scope by 30%.
200+engineer organization built and led18 managers. Fortune 500. 1,200-person engineering division.

I Would Enjoy Hearing About What You Are Working On

No pitch, no proposal. Just a conversation about what you are trying to accomplish and whether I can help.

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