Professional perspective
Engineering Management
Build capable engineering organisations with clear expectations, healthy delivery practices, and accountable technical leadership.
108 FTE — Deutsche Bank programme organisation
26 — first-line HR reports
10 + 7 FTE — formally managed Refinitiv Scrum teams
People management through 2025
What this perspective brings
- Formal people leadership across engineering, QA, DevOps, business analysis, delivery, and management roles.
- Clear separation of direct reports, matrix/resource management, and governance leadership.
- Performance, progression, feedback, hiring, and team-development responsibility through 2025.
Evidence with context
Led a Deutsche Bank technology programme of up to 108 FTE across seven projects, including 26 first-line HR reports and additional teams managed through Project Managers and Engineering Leads.
At Refinitiv, formally managed two Scrum teams of 10 and 7 FTE and separately served as Resource Manager for a seven-person cohort of Project Managers and Scrum Masters.
At LSEG, reduced production incidents from approximately weekly before migration completion to two over the following six months through quality gates, release controls, observability, and clearer ownership.
Relevant experience
Deutsche Bank Development Center
Program Manager → Project Manager → Lead Business Analyst
February 2011–June 2018
Progressed from business analysis through project management to programme leadership on trading and KYC/AML platforms.
Refinitiv / Thomson Reuters
Project Manager & Scrum Master / Resource Manager
October 2018–June 2019
Led software delivery and people management in a mission-critical market-data pipeline environment undergoing cloud and integration transformation.
LSEG (London Stock Exchange Group)
Software Delivery Manager
February 2021–June 2025
Led a US municipal-market platform migration to the LSEG Data Platform on AWS, then delivery governance across a wider portfolio of concurrent initiatives.