I work with senior engineers and leaders to navigate the realities of technical leadership — visibility, influence, delivery, and power — without losing themselves in the process.
I’ve spent most of my career working inside engineering organisations — building teams, scaling platforms, and delivering under real constraints. What that taught me is that leadership failures rarely come from lack of intelligence or effort. They come from unclear expectations, poor incentives, and systems that reward the wrong behaviour.
I care deeply about technical credibility, not because leaders need to be the best engineers in the room, but because trust is built when decisions are grounded in reality. I’ve seen what happens when leadership drifts too far from the work — delivery suffers, people disengage, and the same problems repeat under different names.
Much of my focus today is on supporting women in engineering as they move into leadership roles. Not by teaching them to be louder or more confident, but by helping them navigate power, visibility, and decision-making without compromising their values or their technical judgement.
Many of the people I work with are excellent engineers who suddenly find themselves leading others. I help them make sense of that transition, build authority in a way that feels authentic, and stay connected to the work without trying to do everything themselves.
I work with women who are doing solid work but aren’t always heard in senior rooms. We focus on how decisions are framed, when to speak, and how to communicate in ways that carry weight — without performing confidence or becoming someone they’re not.
I’ve seen too many teams rely on goodwill, heroics, and late nights to keep things moving. I focus on creating ways of working that are predictable and sustainable, where delivery doesn’t depend on who is willing to sacrifice the most.
Working closely with product and design matters, but it only works when roles and expectations are clear. I help engineering teams stay engaged in product decisions while protecting technical judgement and long-term health.
Led engineering delivery across the organisation, significantly reducing cycle time by focusing on flow, clarity of ownership, and fewer competing priorities.
Established an engineering culture aligned with company values, with a strong emphasis on developer experience, predictability, and continuous improvement — moving away from heroics and fire-fighting.
Led the agile transformation at my current organisation, shifting ways of working to improve delivery reliability, decision-making, and trust between engineering and product.
Whether you're looking for engineering leadership guidance, exploring collaboration opportunities, or just want to connect — I'd love to hear from you.