Interim & Fractional Engineering Management

How I can help

Flexible engagements shaped around what your organisation needs right now:

Cover a leadership gap

An Engineering Manager leaves, goes on parental leave, or the next hire is still months away.

I step in to lead the team, keep people supported, maintain delivery momentum, and give the organisation time to make the right permanent hire.

Lead teams through transition

Reorgs, new leadership, changing priorities or rapid growth can leave teams without enough clarity or ownership.

I work hands-on with the team to establish priorities, responsibilities, ways of working and stakeholder alignment while the organisation moves through the change.

Add senior leadership capacity

Sometimes you don't need another permanent manager. You need an experienced person who can take ownership of one or two teams while senior leaders focus elsewhere.

I can directly manage 1–2 engineering teams, with up to 15 direct reports, on a fractional or interim basis. Strong people leadership with focus on quality and delivery.

Strengthen your existing managers

I also work with Engineering Managers and Team Leads through 1:1 coaching and mentoring. I can support with difficult team situations, strengthening management practice and growing into broader leadership responsibility.

This can be part of a wider interim engagement or a standalone way to increase leadership capacity across the organisation.

Where I work best

I'm most useful in engineering organisations of 20–100 people, particularly when teams are growing, changing or operating across multiple locations and cultures.

I bring experience leading software engineering teams at Databricks and other international technology companies, working with distributed, hybrid and multicultural teams.

My work is hands-on: close enough to the teams to hold technical trade-off conversations with senior engineers, while experienced enough to work with engineering and product leadership on the wider organisational context.