Engineering leadership
Faster delivery. Lower cost to serve.
The pattern is familiar. The team grows and throughput does not. Delivery slows, cost to serve climbs and nobody senior owns the standards.
I have scaled engineering teams and the products they deliver, from an early-stage function to around 25 engineers across three countries, and platforms behind more than £100M in annual revenue. Delivery runs on the State of DevOps measures, so high performance is visible, repeatable and able to sustain itself. I started as an engineer, and I still build.
How I lead engineering
- DORA-led delivery.
- The State of DevOps measures, DORA's metrics for throughput and stability, run the engineering function, with CI/CD automation underneath. They make consistent delivery visible, show every team where it stands, and drive high-performing teams towards elite, where engineering excellence becomes self-sustaining.
- Teams and products scaled together.
- From an early-stage function with little structure to an engineering organisation of around 25 across three countries, structured with Team Topologies principles through expansion into a new market. From several legacy products to one shared platform.
- £100M+ a year, running 24/7.
- Systems built and run behind more than £100M in annual revenue, including a SaaS platform processing 18M+ valuations a year.
- Agentic engineering at scale.
- AI agents inside the delivery lifecycle. Automated code review and test generation cut cycle times and lifted developer throughput.
- Regulated delivery.
- Seven years of GMP-regulated clinical trials software, PCI compliance in a UK storage business and GxP across 26 countries.
- Still hands-on.
- Azure OpenAI, LangChain, RAG pipelines, agentic workflows. I build with these. I do not only advise on them.
What it covers
- Delivery lifecycle review and the practices that fix what it finds
- Squad design and team structure
- Engineering standards and governance frameworks
- An independent view for non-technical founders on what their development team is proposing
- Metrics that show throughput and cost to serve, so both can be managed
From the engineers and the CTO
Gwyn created an excellent technology team based on modern values and principles such as empowerment and purpose which meant his team bonded and worked together incredibly well to achieve some very tricky timescales.
[Gwyn] consistently pushed for the team to be cohesive and highly productive and succeeded in delivering a very high-quality piece of software, on brief and on time.
Gwyn's leadership skills are second to none, he has a natural ability to bring people and teams together, to work towards a common goal.
Fit
Best for growth businesses whose engineering team has outrun its governance, and for founders who want a second, senior opinion they can trust. Usually fractional. Often a natural companion to an AI engagement.
Start with the problem, not a job title.
Tell me what is happening, what is coming and what nobody in the business can currently answer.