Data sheet Revised
Program & Engineering Leadership
Interim engineering management, distributed team leadership and measurable process improvement, for programs that have drifted and teams that need a leader who has done the work.
- Standards
- The program's own: DO-178C, DO-297, ARP4754B and ARP4761A practised directly
- Assurance
- Programs up to Design Assurance Level (DAL) A
- When to call us
- When schedule or technical confidence has drifted, or when a team needs an interim lead
- Delivery
- Remote or on-site; offsite and nearshore teams led before
Scope
Programs stall for management reasons as often as for technical ones.
We take on interim engineering management roles: leading offsite and nearshore engineering teams, owning program risk registers, and restoring schedule and technical confidence when a program has drifted. The work is hands-on process improvement as much as management: streamlining requirements and configuration-management workflows, removing rework loops, and instituting the review discipline that catches defects earlier. On past programs this kind of work has delivered productivity gains of 30 % or more without adding headcount.
The goal is organizational change that survives our departure: teams that keep the improved cadence and discipline after the engagement ends, not a dependency on continued outside leadership.
Deliverables
What the program has when we leave.
| Document | What it is | When |
|---|---|---|
| Risk register | Owned, current and read with the schedule, not a list of nouns | From week one |
| Status | Honest schedule and technical status, with no surprises about risk or certification exposure | Ongoing |
| Workflows | Requirements and configuration-management workflows streamlined, rework loops removed | During the engagement |
| Review discipline | Reviews that catch defects earlier, instituted and measured | During the engagement |
| Handover | A team that keeps the cadence after we leave; [handover deliverable name] | At the end |
From drift to cadence
Four stages of an interim engagement.
- 01 Assess Where the program actually is: the risk register, the open problems, the gap between the plan and the practice.
- 02 Stabilize Schedule and technical confidence restored, with status the applicant and the authority can rely on.
- 03 Improve Rework loops removed, workflows streamlined, review discipline instituted and measured.
- 04 Hand over The cadence and the discipline stay with the team; the dependency on outside leadership does not.
The record
Four kinds of program, led.
- Turbine engine control Design Assurance Level A software development and certification for leading engine manufacturers, on turbofan, turboshaft and turboprop programs.
- Satellite and LEO payloads Payload software program leadership for satellite and low-earth-orbit constellations.
- Safety-critical avionics Leadership of verification and validation teams.
- Engineering organizations Director-level engineering management and business development.
Field notes