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Template 90 Day Plan

What does a typical 90 Day Plan look like when you start a new Engineering Leadership Job?

I have a standard template that hopefully details the high level approach I take, whether as a consulting engagement, or as the first 3 months of a new leadership role.

It follows a fairly well tried and tested approach, broken down into 3 phases. For consulting the phase period is accelerated or lengthened depending on the size of the business/unit. For a new role, they are close to a month for each, but again pragmatism is applied.

Assumptions & Disclaimers

  • This is high level and assumes a few things, since the discovery phases will provide insights that will hopefully guide initiatives. I have tried to show how the challenges provided are addressed
  • Other assumptions are based on experience of areas most often needing focus (process over value add leading to unintentional friction, and missing artifacts usually down to siloed BUs)
  • For a PMO, the goal is to be the snow plow not the snow
  • In my experience there is no “Play-Book” that works off the shelf that you can just initiate – blood in the game is what gets results over what is a journey rather than a destination
  • Many artifacts are shown as at the top level, but will also provide BU cascades that become the ownership of the BU
  • BOLD? – refers to potential options – dependent on insights and may already be in place or appropriate
  • It’s a mix of Agile and Lean principles (and a bit of design thinking)
  • All blocks are more about the focus during each 30 day phase and represent a Revision 1. Most continue beyond
  • Only key interrelationships between blocks are shown to maintain simplicity
  • This is ambitious – good BU Leads in my experience can significantly contribute positively
  • I would expect to present on each artifact weekly to ensure progress is aligned and replan where appropriate
  • This is itself a Revision 1… it usually peaks at revision 3

A 3 Phase Transformation Roadmap

This phased approach is designed to build momentum for change and continuous improvement within an organization by methodically moving through three key phases: Analysis, Strategy, and Formulation. Each phase focuses on three critical pillars—People, Process, and Product—ensuring a well-rounded and sustainable transformation.

Phase 1: Analysis (Understanding the Now)

This phase is all about discovery and diagnosis. The goal is to build a foundational understanding of the current state of the organization from multiple angles:

  • People & Culture: Establish relationships and map out who’s who. Identify spheres of influence and skill levels to build trust and engagement.
  • Process & Culture: Dive into how things actually work. This includes mapping workflows, identifying bottlenecks, and assessing agility using tools like ADKAR and velocity checks.
  • Product & Industry: Develop a strong grasp of the company’s offerings and market context. Understand customer needs, pain points, and how products currently meet them.

Outcome: A rich contextual awareness of the organization’s people, operations, and products, which sets the stage for focused improvement.

Phase 2: Strategy (Defining the Vision & Plan)

With insight in hand, this phase is about designing a practical strategy for improvement and innovation.

  • People & Competency: Shift the mindset from simply working hard (100% utilization) to working smart (value delivery). Build innovation capability and stagger project starts for sustainability.
  • Process Comms (BAU): Establish clear, agreed-upon formats and cadences for communication and reporting to ensure transparency and alignment.
  • Programme Strategy: Define a Continuous Improvement (CI) roadmap aligned with business strategy. Consider using frameworks like Hoshin Kanri, Gantt charts, and OKRs.

Outcome: A scalable, actionable strategy for both ongoing operations and transformation, with alignment across teams.

Phase 3: Formulation (Building Tools for Action)

This phase brings it all together to equip the organization with the plans and tools needed for long-term execution and innovation.

  • Organisational Backlog: Create a prioritized backlog of strategic initiatives that teams can pull from—aligned to business goals and optimized for efficiency.
  • Transformation Plan: Finalize a detailed plan that includes communication tactics, change management tools (like Lean Coffee or Canvas models), and a strong focus on identifying and eliminating waste.
  • Programme Guide (BAU): Deliver a framework or “innovation toolbox” to guide future efforts. Leverage proven methodologies such as DORA, Agile/Scrum, or CI frameworks to institutionalize innovation and improvement.

Outcome: A clear transformation plan and supporting tools that enable self-sustaining improvement and innovation long after the initial 90 days.

Final Thoughts:

This approach is not just a project—it’s a mindset shift. It blends structured analysis with adaptive strategy and hands-on delivery planning. The aim is to build trust, drive efficiency, and embed a culture of continuous improvement that lasts well beyond the third phase.

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Programme Management & Focus

Stop Starting – Start Finishing

The diagram above show a MoSCoW concept typically applied with tasks within a project, but it is equally important at the top level of an organisation’s planning. The reason for this, which is backed up by industry research, is that every orgranisation needs to have 1 priority set backlog in order to ensure there is no resource contention. The statement above is also out of Hoshin Kanri which talks about focus.

They use WILL DO, MIGHT DO, DO LATER, WON’T DO

But why is focus so important?

The Hidden Cost of Context Switching: How Hoshin Kanri Helps Engineering Teams Stay Focused

In the high-velocity world of software engineering, context switching is often the silent killer of productivity and morale. While multitasking may seem like a necessity in today’s dynamic environment, frequent context changes can significantly degrade an engineer’s ability to perform deep, meaningful work. For engineering teams, this fragmentation doesn’t just reduce efficiency—it can derail strategic alignment and innovation. Fortunately, methodologies like Hoshin Kanri offer a structured way to minimize this problem and help teams stay focused on what truly matters.

The Problem: Context Switching and Lack of Focus

Context switching happens when an individual shifts from one task to another—say, from debugging a critical issue to reviewing code, then hopping on a product planning call. Each switch imposes a cognitive cost, disrupting mental flow and requiring additional time to ramp up again. Studies suggest that it can take up to 23 minutes to regain focus after a disruption.

For engineering teams, the impact multiplies:

  • Decreased code quality due to rushed or fragmented work.
  • Longer lead times as developers juggle competing priorities.
  • Burnout and frustration, as people struggle to feel a sense of completion or progress.
  • Poor strategic alignment, where daily work diverges from long-term goals.

In fast-scaling organizations, engineers are often pulled in multiple directions: feature delivery, tech debt, infrastructure improvements, and customer escalations. Without a clear prioritization framework, everything feels urgent—and nothing gets done well.

One Possible Solution: Hoshin Kanri as a Focus Alignment Tool

Enter Hoshin Kanri, a strategic planning methodology that originated in Japan and is now embraced by many agile, high-performing organizations. Also known as “Policy Deployment,” Hoshin Kanri helps companies align their goals, strategies, and execution by creating a shared direction across all levels of the organization.

Here’s how Hoshin Kanri can address the chaos caused by context switching:

1. Clear Strategic Priorities

Hoshin Kanri begins with identifying a few breakthrough objectives—big-picture goals that are critical for the company’s success over the next 1-3 years. These objectives are cascaded down through departments and teams in a structured way. For engineers, this means:

  • Knowing why a particular initiative matters.
  • Understanding which work supports strategic goals.
  • Avoiding distractions from misaligned tasks.

With fewer, clearer priorities, teams are empowered to say “no” to noise.

2. Catchball Process for Alignment

Hoshin Kanri’s “catchball” process involves back-and-forth communication between leadership and teams to refine goals, plans, and metrics. This encourages collaborative goal-setting and ensures engineers are not handed abstract or unrealistic mandates.

The result: alignment with buy-in, rather than top-down imposition, which reduces the cognitive dissonance that leads to switching between “real work” and “mandated work.”

3. Focus on Fewer, More Impactful Initiatives

Instead of trying to do everything at once, Hoshin Kanri encourages organizations to focus on a small number of high-leverage initiatives. This approach is directly at odds with context-switching culture. Engineering teams can:

  • Batch work more effectively.
  • Align sprints with strategic deliverables.
  • Optimize for flow and focus, not just throughput.

4. Regular Reviews and Adaptation

Hoshin Kanri includes structured review cycles—monthly or quarterly—to assess progress, unblock challenges, and course-correct as needed. This rhythm prevents fire drills from becoming the norm and reinforces intentional work planning.

Bringing It All Together

By providing clarity, alignment, and focus, Hoshin Kanri offers a powerful antidote to the fragmentation that plagues engineering teams. It doesn’t just optimize for productivity; it nurtures a sense of purpose and cohesion. Engineers are more engaged when they understand how their work contributes to something bigger—and when they have the space to do it well.

In a world obsessed with moving fast, sometimes the real advantage lies in moving deliberately, with everyone pulling in the same direction. Hoshin Kanri provides the compass to do just that.

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Doing is Easy; Being is Hard

Whether you’re adopting Agile, Lean, or a hybrid of both, the title says it all:

  • Doing Agile is easy; Being Agile is hard.
  • Doing Lean is easy; Being Lean is hard.

These aren’t just catchy phrases—they reflect a profound truth that many teams encounter when trying to transform the way they work. It’s relatively easy to adopt the mechanics, ceremonies, and tools of Agile or Lean. What’s difficult is internalizing the mindset and cultural shift required to truly embody them.

Let’s break this down further. While I often take a blended approach—drawing from Agile, Lean, design thinking, and continuous improvement practices—I’ve found that understanding each philosophy in its own right is essential before combining them effectively.

Doing Agile vs. Being Agile

Implementing Agile practices—especially through frameworks like Scrum—often starts with the mechanics: daily standups, sprint planning, retrospectives, and so on. Teams quickly adopt these rituals and begin working in sprints. On the surface, it may look like transformation is happening.

But these practices, in isolation, only reveal what’s broken in your system. They expose bottlenecks, misalignments, poor communication, and unclear goals. They don’t automatically fix them.

Being Agile is about embracing change, fostering transparency, collaborating deeply, and continuously reflecting and adapting. It requires trust, empowerment, and a willingness to evolve—not just follow a framework. Agile becomes a mindset, not just a checklist.

And perhaps most importantly, teams often forget that Agility is a journey. There’s no endpoint, no final destination where you’re “done.” Being Agile means continuously improving, experimenting, and evolving. It’s a mindset of perpetual growth and adaptation.

Doing Lean vs. Being Lean

Lean, like Agile, has tools and practices that are easy to implement at face value. The Kanban board is a classic example: we set up columns—<To Do>, <Doing>, and <Done>—and begin moving tasks across the board. Immediately, we gain visibility into our workflow.

But that’s just the surface.

Visualising your work doesn’t eliminate waste. It simply makes it visible. Being Lean means going further—questioning every step in your process, identifying inefficiencies, and removing anything that doesn’t add value. It requires discipline, systems thinking, and a relentless focus on delivering customer value.

Even that simplest Kanban board should evolve quickly. If it survives multiple cycles without iteration, improvement, or a rethink, you’re likely missing opportunities to enhance flow and reduce waste.

Being Lean means committing to continuous improvement (Kaizen). It’s about fostering a culture where everyone feels responsible for efficiency, where feedback loops are constant, and where small, incremental changes lead to big results over time.

Blending the Best of All Worlds

In practice, I’ve found that the most effective teams don’t rigidly follow just one framework. Instead, they take a pragmatic approach, borrowing from Agile, Lean, design thinking, and continuous improvement philosophies.

  • From Agile, we get empowered teams, iterative development, and customer-centricity.
  • From Lean, we gain clarity of purpose, focus on value, and process efficiency.
  • From design thinking, we embrace empathy, rapid prototyping, and problem framing.
  • And from continuous improvement, we build a culture of reflection, learning, and adaptation.

The goal is not to follow a methodology perfectly. The goal is to build a culture that encourages experimentation, values feedback, and seeks better ways of working every day.

Final Thought: The Harder Path is the Right One

Doing Agile or Lean is easy. You can implement the practices, go through the motions, and check the boxes.

But to truly be Agile or Lean is to embrace discomfort, question norms, and commit to a journey of ongoing growth.

It’s harder—but it’s also where the real transformation happens.

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Associate Director – Software

Associate Director – Software Development – Head of Compliance
Verizon Connect (New Zealand)
Feb 2023 – Jan 2025

Verizon Connect provides Fleet management software to help track vehicles in the field, improve fleet operations, increase worker productivity and safe driving with Verizon Connect fleet management solutions. It does this though asset tracking, Compliance and ELD, Video and dashcams, advanced routing and logistics and many more. Based in Dublin, Christchurch, Florence, and across the US and Canada and many other locations around Europe and Asia.

As Associate Director & Head of the Compliance Company, I was responsible for the coordination and completion of large development efforts utilising Kanban & Lean principles and measures through Hoshin. This position serves as the Engineering Leader across multiple autonomous teams providing solutions that connect over 1 Million vehicles to our mobile workforce network. Working closely with various stakeholders, I was accountable for the design & delivery of our Compliance solutions, maintaining up-to-date backlogs, and understanding & reporting of key SDLC metrics & making suggestions for process improvements. 

Systems are built on top of the AWS platform leveraging .NET and open source technologies and driving an automation-first approach to delivery. The Compliance and ELD offerings cover a range of hardware and software include back-end services and mobile applications for both Android and iOS.

Associate Director – Software Development Responsibilities:

  • Led the coordination and successful completion of large-scale development efforts, utilising Kanban, Lean principles, and Hoshin measures to streamline operations and ensure timely delivery.
  • Managed a business unit of 50 engineers, providing strategic direction, fostering team growth, and ensuring alignment with organisational goals.
  • Spearheaded coaching and mentoring programs for senior managers, squad leads, and individual contributors, promoting skill development and leadership growth across the engineering team.
  • Played a key role in architectural design decisions, ensuring scalable and high-performance solutions for the compliance and ELD offerings.
  • Drove continuous improvement efforts, optimising Lean and Agile approaches, reducing inefficiencies, and enhancing product delivery timelines.
  • Collaborated with cross-functional teams to refine product features, improve user experience, and ensure product alignment with customer and business needs.

Achievements:

  • Increased the product NPS score from negative to over 35 in 18 months, surpassing competitors and significantly improving customer satisfaction.
  • Reduced customer-reported bugs, resulting in a more stable and reliable product experience for end-users.
  • Matured development KPIs and DORA metrics, aligning with organisational objectives and driving operational improvements under fiscal constraints.

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Software Practice Lead

Software Practice Lead
Voyager Internet (New Zealand)
July 2021 – Feb 2023

Voyager are broadband and communication specialists. Proudly New Zealand owned, keeping Kiwis online at home and at work with supersonic broadband speeds. Voyager enables businesses to grow with smart IT business solutions, from simple phone plans to website hosting and domain names..

The Software Practice Lead heads up the Software and Testing Practice.

Software Practice Lead Responsibilities: 

  • Led a team of 14 engineers across four agile tribes, managing talent both locally and internationally, including a growing team in the Philippines.
  • Directed software and testing departments, implementing strategic initiatives to improve technical processes and foster high-quality software delivery.
  • Spearheaded career development programs and frameworks to facilitate the professional growth of engineers and testers.
  • Instituted a continuous improvement framework to address technical debt and improve long-term software sustainability.
  • Guided the adoption and scaling of agile methodologies, enhancing operational efficiency and team collaboration.
  • Fostered a collaborative environment through coaching, mentorship, and leadership of engineering teams to ensure alignment with business goals.

Achievements:

  • Developed and implemented a comprehensive Career Development Framework, enhancing team growth and engagement.
  • Introduced a Continuous Improvement Framework, significantly reducing technical debt and boosting overall software quality.
  • Improved the Agile implementation across teams, leading to more effective and predictable software delivery cycles.
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Delivery Lead, Cloud Transformation & Principal Continuous Improvement Manager

Delivery Lead, Cloud Transformation
Computer Concepts Ltd (New Zealand)
Nov 2018 – Aug 2022

Computer Concepts Limited’s Cloud Transformation and Migration Team: “You want to set a foundation for the future, and adopting cloud platforms and digital technology to transform business is a game-changer. Let our team of experts help guide, enable, and implement your cloud initiative so you can quickly realise the benefits of cloud and digital technology to achieve your business objectives. We’ll accelerate and enable success, using frameworks and methodologies tested and proven on hundreds of transformation projects from around the globe to help you securely deploy and migrate your applications to the public cloud. “

Responsible for providing Agile delivery expertise to ensure the successful execution of customer engagements covering cloud and transformation delivery and consulting projects, as well as managed cloud service delivery. Regardless of methodology I required a mindset of delivering value early and frequently. As an Agile practitioner I provided Agile, Lean and DevOps guidance and coaching both internally and externally.

Key Points:

Delivery Engagements

  • Able to fulfil Project Management, Scrum Master, and Product Owner roles
  • Collaborates, co-creates and continuously improves to ensure effective delivery.
  • Delivers to a high standard, drives for results and high-quality products and services.
  • Delivers value early and frequently.
  • Demonstrates leadership capabilities while working with cross-functional distributed teams.
  • Resolves delivery impediments.
  • Improves the predictability of solution delivery.
  • Engages stakeholders in achieving business value.
  • Acts as a trusted adviser for customers (internally & externally).
  • Provides a good understanding of project and development delivery methodologies and practices.
  • Coordinates execution of project and managed services engagements including task and dependency planning and tracking.
  • Facilitates delivery events and ceremonies.
  • Risk and issue identification and management.
  • Stakeholder management, communications planning and management, and status reporting.
  • Sets up and maintains project tooling including project registers and backlogs.
  • Project financial management incl. procurement, time and material tracking and budget and billing reporting, with good service provider commercial acumen.

Agile | Lean Coaching

  • Champion & Evangelise Cloud, DevOps, Lean and Agile practices.
  • Enable Agile adoption by teaching, mentoring and coaching teams in Agile-based frameworks.
  • Provide Agile | Lean delivery expertise to standardise delivery and development methodology and approach and implement modern operating models.
  • Setting up Delivery teams as a servant process, not a commanding process.
  • Guiding the Development team towards self-organization.
  • Leading the team through healthy conflict and debate.
  • Teaching, coaching and mentoring the organisation and team in adopting and using Agile practices and principles.
  • Shielding the team from disturbance and external threats.
  • Helping the team make visible progress and flow, remove and prevent impediments.
  • Encouraging, supporting and enabling the team to reach their full potential and abilities.
  • Creating transparency by radiating information via e.g. Product and Sprint Backlogs, Daily Stand-Ups, Reviews and a visible workspace.
  • Ensuring a collaborative culture exists within the team.
  • Embed best practice Agile and Lean practices using continuous improvement and retrospectives.
  • Agile Scrum tool expert and go-to person allowing teams to focus on deliverables rather than administration. (e.g. Jira, etc.)
  • Customer and internal journey mapping to identify end-to-end customer/team experiences.
Principal Continuous Improvement Manager
Computer Concepts Ltd (New Zealand)
November 2018 – August 2020
  • Transformation Services:  Accelerating cloud adoption, digital innovation and business transformation.
  • Security Services:  Protecting your IT and cloud infrastructure and systems, end to end, and on an ongoing basis.
  • Multi-cloud Solutions: Delivering your cloud application and workload needs, on premise, on shore or in the public cloud.
  • Managed Services: Ensuring your cloud services run well, remain compliant, and support is there for whenever you need it.
  • End User Compute: Maximising the productivity and efficiency of your end users, their tools and their devices.

The Principal Continual Service Improvement (CSI) Manager was responsible for leading a functional team within the Strategy Group. This was a brand new business function, and I was responsible for both establishing and managing CSI across CCL creating a network of CSI subject matter and knowledge leads. I had to develop the processes and governance required to operate a CSI portfolio creating the compelling cases for investment that support both opportunities to address existing problems, business risk and exploit value and best practice. I also operated and developed Problem Management creating an integrated operating model between the CSI, Problem and Service teams.

  • Leadership: Building relationships across the business Responsible for mentoring and training areas with Lean Startup methodologies.
  • Agile Development Instigated Agile methodologies and tools within CSI team and migrating across to other teams as was applicable.
  • Project Management Project and Programme Management for all aspects of CSI. Created a comprehensive but simple framework to provide visibility and task flow management.
  • Team Management Responsible for building, coaching, mentoring and growing team members.
  • Strategic Management Involved in strategic management and alignment of CSI functions to the wider business goals.
  • Lean Start-up and Change Implementing a lean start-up bedded infrastructure, framework and toolset for the management and communication of the CSI function across the business.

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Director of Engineering

Director of Engineering
ARANZ Medical (New Zealand)
May 2017 – Mar 2018

ARANZ Medical is a technology company that makes imaging and 3D measurement solutions for wound care and fitting orthotics/prosthetics. Silhouette is an electronic wound assessment solution that includes both the point of care wound imaging and 3D measurement device, as well as the software that enables data capture, storage and analysis.

This role was responsible for delivery from advanced development, software, hardware/firmware, research, testing services and production. The Software Team was made up of “full-stack” web developers using .NET (C#, ASP.NET), web building services, modern HTML5 development and SQL server. The Hardware/Firmware and Research Engineers included a mix of highly skilled multi-disciplined engineers.

  • Leadership Member of Senior Leadership Team. Multi-disciplinary team.
  • Agile Development Responsible for the Software Team delivering quarterly releases using Agile based methodology.  for restructuring/change.  
  • Project Management Project and Programme Management for all aspects of Product Development, through a Stage-Gate framework required for Medical Devices regulations and quality.
  • Team Management Responsible for coaching, mentoring and growing 15 direct and indirect reports. Financial and budget responsibility for Engineering Department.
  • Strategic Management Involved in SLT strategic planning and implementation.  
  • Lean Start-up and Change Advanced development targeting MVP for future developments and demonstrations. Used lean change to improve efficiency and throughput.

Director of Engineering Responsibilities:

  • Directed and mentored a department of 26 engineers across software, hardware/firmware, research, and testing services, driving cross-disciplinary collaboration.
  • Managed product development projects, ensuring timely delivery and adherence to regulatory requirements for medical devices.
  • Led annual strategic and operational planning, aligning engineering goals with organisational objectives.
  • Oversaw budget and financial planning, ensuring resource allocation was efficient and within guidelines.
  • Led improvements in Agile implementation, enhancing team productivity and delivery timelines.
  • Guided teams through the medical Stage-Gate process, ensuring ISO compliance and successful product releases.

Achievements:

  • Delivered a new product version within 2 months, overcoming previous development delays and successfully navigating the medical product development stage-gate process.
  • Revitalised a previously stalled product development cycle, resulting in the on-time release of key product updates.
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Controls Team Leader

Cavotec MoorMaster (New Zealand)

September 2014 – April 2017

Cavotec is the home of MoorMaster™, an innovative vacuum-based mooring system. The company also supplies Alternative Maritime Power (AMP) systems, and a comprehensive range of staple port equipment, including motorised cable reels, marine propulsion slip ring columns, electrical power connectors, power chains, and crane controllers.

This role was a key part of the Engineering Team and wider company, contributing to engineering and project management that enabled the company to achieve its operational and strategic objectives.

Controls Team Leader Responsibilities:

  • Led and mentored a team of 8-12 control engineers, promoting best practices in design, project execution, and teamwork across engineering disciplines.
  • Implemented Agile and Lean methodologies, streamlining project management processes and fostering a culture of continuous improvement.
  • Drove the development of new systems, including version control for PLC code and the creation of a High-Performance Machine Interface.
  • Managed global commissioning efforts, providing on-site support at factories and installations worldwide to ensure smooth project delivery.
  • Coordinated cross-functional collaboration between electrical, automation, and control teams to align with company objectives and improve operational outcomes.

Achievements:

  • Led the successful integration of version control for PLC code, resulting in improved code quality and traceability.
  • Spearheaded designing and implementing a High-Performance Machine Interface, enhancing system usability and operator efficiency.

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Senior Manager – Radio Firmware Group

Samsung Cambridge Solution Centre (UK)

June 2011 – April 2014

Samsung Electronics purchased the mobile connectivity business from CSR in October 2012. The purpose was to enhance Samsung Electronics ability to deliver complete solutions into the mobile business area, by providing in house WLAN, GPS, Bluetooth, and video connectivity technologies. (As part of the transfer, I was a nominated TUPE representative for the Software Group based in Cambridge)

I was responsible for the management of the Radio Firmware Group, a newly created group which included the Bluetooth Radio Firmware Team and the Wi-Fi Radio Firmware Team. Our goal was to provide the embedded firmware for the silicon chips that are used in various handsets/smart-phones, personal navigation and audio/visual devices. The primary output from the Radio Team was the control and management firmware for the analogue WLAN and Bluetooth radios.

  • Leadership Improved the output of the Radio Firmware Group who are the first to receive silicon back from the FAB and get it working well enough for other groups to continue development.
  • Agile Development Assisted in refining processes and tools for the wider Global Software, which required different solutions for each team. Coached new staff in Agile methodology and our implementation.
  • Project Management Project managed the output of BT and WiFi teams that included staff in Denmark, France, Bangalore and contractors in New Zealand. Financial and budget responsibility for Radio Firmware Group.
  • Team Management Responsible for coaching, mentoring and growing 15 team managers, developers, and testers. I also had contractors from New Zealand working on various components.
  • Strategic Management Identified and built capability to bridge the gap between Radio Systems and my BT and WiFi embedded firmware teams.
  • Software Created web apps to assist with team management.  Provided expert code reviews on request.
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Principal Engineer – Hardware & Software

WhisperTech Ltd (New Zealand)

January 2009 – April 2011

Whisper Tech Limited’s vision is the Stirling engine-based WhisperGen™ heat and power system – a smarter way to provide home heat and power with the added benefit of reduced environmental impact. This micro combined heat and power (microCHP) system as produced in both on-grid & off-grid.

This role was responsible for the technical leadership, development and management of a small team of multi-disciplined embedded engineers which designed and developed the control power electronics for the WhisperGen heat and power system.  

  • Leadership Provided clear technical leadership for the Electronics and Software Department
  • Agile Development Brought in Agile Development (despite being downsized to 1 S/W and 1 H/W engineer).
  • Project Management Project managed several internal projects
  • Team Management Responsible for coaching, mentoring and growing initially 8 Engineers
  • Software | Hardware Created a Python based test simulation suite that reduced software testing from 2-4 weeks to just hours. 
  • QA Management Responsible for creating the processes and procedures to qualify from the Electronics and Software Department