Engineering leadership
I build the organisational and technical systems that help product teams make clear decisions, own outcomes and deliver reliably.
Today I lead the Engineering function at KMS Mobility Solutions, with an organisation of up to 12 engineers led through two people-managing Lead Developers. Earlier at IranEIT, I functionally led a cross-functional initiative of about 25 people while directly people-managing around 10 developers.
My background combines people leadership, architecture, product engineering, enterprise software and hands-on software development.
How I lead
Clear direction, distributed ownership
Leadership should create more leaders, not more dependency. I try to make direction and decision rights clear, then give engineers meaningful ownership and the freedom to make decisions, learn and grow.
Architecture as an operating model
Architecture affects how teams communicate, make decisions and deliver. I treat technical boundaries and organisational boundaries as connected rather than separate concerns.
Data before narrative
Engineering conversations improve when teams can see what is actually happening. I build measurement and visibility into delivery, quality and ownership so decisions rely less on anecdotes.
Build, codify, hand over
I still build when direct involvement creates leverage, but personal ownership is not the goal. The stronger outcome is a capability that other people can operate, extend and improve without me.
Selected engineering impact
Distributed domain ownership
Challenge
Work spanning a complex product platform could otherwise require repeated ad-hoc decisions about who needed to be involved.
Approach
Designed and operated a domain-ownership model establishing accountability from conceptualisation and requirements through implementation and support.
Why it mattered
Ownership became clearer earlier in the lifecycle while engineers gained meaningful areas in which to make decisions and lead.
Architecture without a single architect bottleneck
Challenge
Cross-team architecture decisions needed stronger structure without centralising every technical choice in one person.
Approach
Created structured architecture alignment and recurring working sessions where senior engineers could propose, debate, decide and follow through on architectural work.
Why it mattered
Architecture became a shared leadership responsibility with explicit ownership and a clearer connection to company direction.
Restoring delivery rhythm
Challenge
Product and team restructuring had disrupted an earlier regular release rhythm.
Approach
Worked across teams and dependencies to stabilise the release system and later transferred its operation to another engineer.
Result
Median release lead time moved from approximately 35 days to 14 days, and the cadence remained stable after handover.
Structured agentic Engineering
Challenge
Moving from individual AI-tool usage to a repeatable Engineering way of working required more than access to coding assistants.
Approach
Co-led the technical side of a structured shift toward agentic development by redesigning Engineering practices, building a governed harness and guardrails, and coaching developers to adopt and extend the approach.
Why it mattered
The capability became a team-owned Engineering system rather than a personal experiment.
Data-driven Engineering visibility
Challenge
Engineering health and delivery discussions require consistent evidence rather than periodic interpretation.
Approach
Built an Engineering Insights Platform combining delivery, quality, ownership and AI-adoption data.
Why it mattered
Teams and company leadership gained continuous decision support around Engineering trends and priorities.
Hands-on when it creates leverage
In practice
While leading Engineering, I designed and shipped a production customer-analytics capability with an Angular frontend and a .NET KPI engine containing approximately 35 calculators, then transferred ongoing ownership to another engineer.
Career arc
KMS Mobility Solutions
Head of Engineering · 2025–present
Company-wide Engineering strategy, organisational design, people leadership, architecture direction and AI-enabled Engineering.
Tech Lead · 2024–2025
Circle-wide technical leadership, architecture governance, delivery systems and leadership of Lead Developers.
Lead Developer — Backoffice · 2022–2024
People and technical leadership through a major product/team restructuring.
Senior Software Engineer / Frontend Technical Lead · 2020–2021
Joined as an experienced .NET engineer, took on frontend technical leadership and helped bring an externally developed platform into successful internal ownership and enterprise delivery.
IranEIT
Lead Developer — Insurance Product Builder · 2018–2020
Functional lead for a ~25-person cross-functional initiative and direct people manager for around 10 developers.
Senior Software Engineer — Tools & Platform · 2017–2018
Shared technical foundations and early incubation of the Insurance Product Builder.
Earlier career: enterprise software, ERP, configurable business systems and .NET platform modernisation.
Technical foundation
I no longer measure my value by how much code I personally produce, but technical depth still matters to how I lead, challenge decisions and understand delivery constraints.
Engineering
AI Engineering
Building an Engineering organisation?
If you're working on a product organisation where Engineering needs to connect technical direction, delivery and people leadership, I'm always interested in a good conversation.