Katt Risen

Build The Keyword

Find online business ideas that will bring you customers on auto-pilot

Product of the day #1 on Product Hunt

Founder

nocode-exits.com (acquired)

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Product of the day #3 on Product Hunt

100DaysOfNoCode

Practicioner in Residence

Creator in Residence

No-Code Guru (Acquired)

A wise tool advisor for beginner No-Code makers

Maker

MY STORY

+ Before 2022
Reading business books and listening to startup podcasts. Always lurking, never doing.
Always full of ideas and dreams, but never the skills to act on it.

+ February 2022
Learned about No-Code and joined the 100 Days of No-Code Bootcamp

+ April 2022
Launched my first side project made with No-Code on Product Hunt

+ June 2022
Started doing No-Code freelance gigs
Gave my first No-Code workshop

+ August 2022
First side project got acquired

+ Augustus 2022
Started www.nocode-exits.com

+ 2023
Quit my job to go full time No-Code. Freelancing and building a portfolio of tiny products made with No-Code

+ 2024
Started www.buildthekeyword.com

Join 5,000+ subscribers for free and learn how these makers have started and grown profitable or acquired projects made with NoCode.

Product of the day #3 on Product Hunt

Metrea

Head of Decision Science

Faculty

Business Development and Sales for the Defence arm of a leading AI scale up.

Business Development Senior Manager

Strategic oversight and client management of Defence AI programmes.

Development of Faculty's Defence AI go-to-market and sales. Oversaw Faculty's support to the Royal Navy and Royal Air Force's Percy Hobart Scheme.

Senior Manager

Initial development of Faculty's Defence offering as Defence employee No. 2.

Responsible for sales, business development and management of AI projects with initial Defence clients.

Particular focus on Edge-AI image recognition and EW/UW signal detection use-cases in harsh environments.

Engagement Manager

JPMorgan Chase & Co.

Military intern within J.P. Morgan Wholesale Payments Sales & Client Strategy team.

Responsible for analysing future trends in treasury and wholesale payments, understanding their implications and communicating them to internal and external stakeholders. Included:

- Virtual accounts
- Payment rails, including RTPs, ACHs and SWIFT
- Improved data analytics and use of APIs
- Blockchain and distributed ledgers
- Supply chain resilience and ESG improvement
- Brexit implications
- Central Bank Digital Currencies
- Analysing client feedback

Military and Athletes Internship Program

Royal Navy

Planning Officer for HQ Standing Joint Commander (UK) and sole Naval SME in a predominantly Army HQ.  Responsible for planning military assistance to civil authorities (MACA) in response to major crises or events. Pivoted to coronavirus pandemic response and creation of the OP RESCRIPT Op Order in Jan 2020.

Awarded Second Operational Commendation in the British Army's 2020 New Years' Honours list.

Responsible for scenario planning, and for identifying, managing and mitigating risk to UK Government through the deployment and control of UK Armed Forces personnel or equipment. Planned support to major disaster recovery, ceremonial and Royal events.

Duty Officer for immediate requests for military assistance to civil authorities.

Civil-Military Resilience Planner and Chief of Staff

Responsible for teaching maritime operational planning and anti-shipping tactics to approx. 60 senior officer students during year-long warfare course. Expertise includes doctrinal use of aircraft, anti-ship missiles and surveillance assets.  Completed Defence Instructional Techniques Course; qualified to prepare, plan and deliver lessons.

Surface Warfare Instructor

Responsible for recommending and directing the activities of all major warships within a 6-month horizon.  Conducted analysis of strategic-level risk in order to ensure the Royal Navy Surface Fleet fulfilled the UK MOD’s top three Defence Tasks.  Liaised with stakeholders in order to resolve conflicting demands for assets and to mitigate issues.  Prioritised limited resources, elevating risks to appropriate levels as required.

•	Evaluated and prioritised competing demands for time/finance/dockyard repair capacity/weapons/air freight, resulting in efficient use of multiple assets to achieve best global strategic effect.
•	Analysed key strategic risks, with particular reference to reputational, operational and financial risks.
•	Liaised with stakeholder groups throughout ship lifecycle, resulting in the efficient integration of new trials and equipment at short notice.
•	Ensured that Ship’s final user was fully aware of capability issues in good time, enabling contingencies to be activated if required.

Major Warships Fleet Manager

Third-in-Command, Operations Manager and Department Head for a major warship of 220 people.  6 direct and 40 indirect reports. Planned the ship’s workup lifecycle, from intensive mission training, through to deployment.  Highlights include being the first Ship to defend the QUEEN ELIZABETH aircraft carrier, providing security and ceremonial for a visit from HM The Queen alongside Canary Wharf and deploying to the Asia Pacific region for 7 months with only 40 days’ notice.  Awarded Joint Commander's Commendation in recognition of performance.

•	Designed, managed and implemented the operational programme for a complex warship of 220 personnel.  Short-notice changes required significant flexibility and delivery of results under pressure.
•	Led a department of 70 personnel, with focus on talent recognition and coaching during deployment.
•	Clarified stakeholder requirements in support of industry partners, particularly marketing and sales needs, resulting in the successful sale of BAE Systems’ Type 26 Frigate to the Australian Government.
•	Identified, analysed and mitigated risks to mission, including engineering resilience, Risks to Life and potential military responses to our transit of disputed areas in the South China Sea; the Royal Navy’s first.
•	Liaised with US and Indo-Pacific allies in order to plan logistics resupply across the Indo-Pacific and to coordinate the first searches by any Navy for vessels breaking North Korean UNSCR sanctions.
•	Briefed UK SoS for Defence and CEO-level personnel on Indo-Pacific operations and produced regular written feedback for UK MOD; legal sensitivities required accurate, precise reporting.

Chief of Staff / Operations Officer

Sole ABM Instructor, teaching the final phase of ABM course to multinational course groups.  Responsible for teaching controllers advanced air-to-air tactics, air defence maritime doctrine, how to work as part of a combat team and combat system/datalink operations.  Qualified NATO ICC system instructor.

•	Designed and delivered structured, synthetic training programme to RN, RAF and NATO students.
•	Coached students through challenging elements of the course.
•	Improved training delivery by using innovative teaching methods, tailored to students’ learning needs.
•	Developed new Air-to-Surface tactics and doctrine in collaboration with RAF Air Warfare Centre.

Aerospace Battle Manager Instructor

Qualified as a bridge watchkeeper, responsible for the safe navigation of aircraft carriers and destroyers at sea.  Selection for further training in Aerospace Battle Management, providing air traffic control and tactical services to fighter aircraft during air combat.  Trained as a Boarding Officer, leading detached teams on operations.

•	Led combined Marine/Navy Boarding Team during anti-smuggling operations in the Indian Ocean.  Responsible for forensic evidence gathering, tactical questioning and safe fast-rope helicopter insertion.
•	As Aerospace Battle Manager, was responsible for the air defence of a US Carrier Group, coordinating the use of fixed wing and missile assets and directing the air defence team as required.
•	Managed a team of 6 personnel when directing the Ship from the Bridge as an OOW.
•	Introduced and drove improvements to management processes and arrangements where required.
•	Regularly managed multiple projects to conclusion, ensuring management of delivery schedule, identifying and mitigating risk at every stage in the planning process.

Aerospace Battle Manager / Officer of the Watch / Boarding Officer

Completed Initial Officer Training at Britannia Royal Naval College (BRNC), Dartmouth, followed by Fleet Training in HM Ships CUMBERLAND and ARK ROYAL.  Conducted NATO Fighter Controller Training at RN Air Station Yeovilton from Nov 2010-May 2011.

Winner of Queen's Binoculars Prize in 2009 for Top Officer under Training at BRNC.

Initial Officer, Warfare and Fighter Controller Training

Defence Academy of the United Kingdom

Intermediate Command and Staff Course (Maritime)

Deloitte UK

Worked within Deloitte’s People and Change London practice.  Trained in change management, organisation design, talent management and HR transformation.  Projects included:

•	Support to the Highways Agency National Operations Group, assuring value for money by modelling and monitoring improvements to Journey Time Reliability, e.g. Variable Speed Limits, Traffic Officers.

Human Capital Analyst

I help organisations exploit data, enabling faster and better decisions and improved asset efficiency.

This includes sensor fusion, predictive maintenance, LLM deployment and image/signal recognition at the edge.

Industry backgrounds in consulting, payments and defence.

Francis Heritage

We have LLM Benchmarks to assess how much money an LLM could theoretically make if it ran a vending machine business, but I can't find a ubiquitous LLM ontology design benchmark (and associated dataset) anywhere. The closest I've found is at the link, and includes assessing superfluous classes, failed SPARQL queries, etc.

Gemini 3 this morning quite happily used its 1M token window and in a few seconds took BFO/CCO TTLs, and created a Mermaid diagram of the top few levels. No idea (yet) if it would be any good at generating Low Level ontologies.

We may be approaching a Tower of Babel moment where the slow, deliberate, considered design of new open-source BFO/CCO extensions is about to be outstripped by LLM-powered systems.

As more people realise GraphRAG (via graphs or nodes in SQL) actually requires an ontology (and taxonomy, and vocabulary, etc); how many will do the hard yards of researching, selecting, then extending an existing Upper or Mid-level framework, as opposed to automatically creating their own, unwieldy structures?

Or will they skip ontologies altogether and go straight to an Automated Document-to-KG solution?

The latter will be easy to deploy, but I suspect hard to untangle in the medium-to-long term. AI is only valuable when it can access and understand more material and organisations are potentially about to stovepipe their data fabrics in one-size-fits-one ontologies.

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The Battle

Katt Risen

Francis Heritage

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taplio

The Battle

Katt Risen

Francis Heritage

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Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Francis Heritage's LinkedIn Performance

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