• Own engineering's delivery performance across all squads, partnering with Product to ensure capacity, priorities and roadmap commitments are realistic, transparent and aligned.
• Establish a consistent engineering operating model, spanning planning, estimation and release practices, that enables teams to plan, prioritise and deliver predictably at scale.
• Own engineering capacity planning and allocation across squads, balancing strategic priorities, delivery commitments and team capability.
• Establish and monitor meaningful engineering performance metrics, covering roadmap predictability, cycle time, quality, reliability technical debt and team health and report on these to the CPTO and ELT.
• Identify delivery risks and dependencies early, driving resolution or escalating material trade-offs to the CPTO.

People Leadership

• Directly manage and develop the Development Manager cohort. Set clear expectations, coach on people leadership and hold them accountable for their squads' delivery and team health.
• Own engineering headcount planning, hiring and onboarding in partnership with the CPTO and People & Culture.
• Continuously assess engineering team structures, skills and capabilities to ensure the organisation is designed for current and future priorities.
• Build engineering career pathways and capability frameworks that support progression for engineers and managers.
• Own engineering engagement and retention, monitoring team health signals and championing a strong engineering culture.

• Own engineering's delivery performance across all squads, partnering with Product to ensure capacity, priorities and roadmap commitments are realistic, transparent and aligned.
• Establish a consistent engineering operating model, spanning planning, estimation and release practices, that enables teams to plan, prioritise and deliver predictably at scale.
• Own engineering capacity planning and allocation across squads, balancing strategic priorities, delivery commitments and team capability.
• Establish and monitor meaningful engineering performance metrics, covering roadmap predictability, cycle time, quality, reliability technical debt and team health and report on these to the CPTO and ELT.
• Identify delivery risks and dependencies early, driving resolution or escalating material trade-offs to the CPTO.

People Leadership

• Directly manage and develop the Development Manager cohort. Set clear expectations, coach on people leadership and hold them accountable for their squads' delivery and team health.
• Own engineering headcount planning, hiring and onboarding in partnership with the CPTO and People & Culture.
• Continuously assess engineering team structures, skills and capabilities to ensure the organisation is designed for current and future priorities.
• Build engineering career pathways and capability frameworks that support progression for engineers and managers.
• Own engineering engagement and retention, monitoring team health signals and championing a strong engineering culture.