I lead engineering teams that craft great technology products. My job is to set a useful course, keep the product and engineering decisions connected and make sure the crew can do its best work.
Read the captain’s log ↓
An engineering manager is responsible for more than delivery. I see the role as captain of the ship: understand the destination, read the conditions and help skilled people work together to get there.
I started as a software engineer because I love crafting products. I moved into management to shape the wider system around that work: the technical choices, product thinking, team structure and day-to-day decisions that determine whether something merely ships or is genuinely good.
I stay close to the engineering. I ask awkward questions about complexity, push for strong product ownership and give engineers enough context to make sound decisions without waiting for permission.
I have worked across the whole product journey: writing the code, shaping the architecture, building teams and leading delivery in complex organisations.
Leading a large, distributed engineering team delivering regulated digital products. The work combines technical direction, delivery, product trade-offs and building a team that can operate effectively amid considerable complexity.
Led modern software teams working across product, design and engineering. Focused on customer-facing experiences, sound technical foundations and keeping the people building the product close to the problems it solved.
Built full-stack applications with React, Next.js, TypeScript and Node.js, supported by APIs, event-driven systems, AWS and pragmatic delivery pipelines.
Years of hands-on engineering let me challenge architecture, spot accidental complexity and understand what a decision will mean for the people maintaining it. I favour simple systems, clear boundaries and technology that earns its berth.
Good engineering management is practical. Make the priorities clear, ensure decisions have owners and remove the organisational drag that stops engineers crafting a strong product.
Connect product outcomes to technical work so the team knows what matters and why.
Put decisions close to the people with the knowledge, then give them context and honest feedback.
Protect engineering standards, manage risk and resist complexity that adds no product value.
“Strong technical understanding with excellent leadership skills.”LinkedIn recommendation
“A deep understanding of how to build high-performing, collaborative and empowered teams.”LinkedIn recommendation
Coaching is part of my role as a manager. I help engineers and emerging leaders think through the situations that cannot be solved by a framework or a Jira workflow.
Explain technical thinking clearly and make a stronger case for good engineering.
Move from doing the work yourself to setting others up to do it well.
Handle ambiguity, organisational constraints and difficult technical trade-offs.
I’m always glad to talk about engineering leadership, software craft and growing a career in technology.