Engineering leadership
A development centre from nothing to thirty percent
Standing up a new development centre end to end — hiring, engineering culture, delivery practice — and mentoring the team that produced the revenue.
- 30%
- increase in organisational revenue, within six months
- 12
- engineers hired, onboarded and mentored
- 30%
- increase in sprint velocity via BDD automation
- 6 months
- from zero to revenue-generating
A new development centre with no team, no practice and no delivery track record. Six months later it was contributing a 30% increase in organisational revenue.
What actually had to happen
- Hiring, directed rather than delegated — the first ten engineers set the bar for everyone hired after them.
- Engineering culture, defined explicitly and early. Codified standards, an intentional review culture, and enough psychological safety that people raise problems while they are still cheap.
- Mentoring twelve engineers directly, which is where culture stops being a document.
Practice, not slideware
Adoption of the Serenity-BDD automation framework moved acceptance criteria into executable specifications. Sprint velocity rose 30% and regression overhead dropped sharply — not because the team worked faster, but because it stopped re-testing the same paths by hand.
Why this page exists
This is the engagement behind the training practice. The corporate training work is not a certificate and a slide deck: it is the same material used to take a team from zero to delivering, taught by the person who did it.