Over the past few months, we’ve spoken with senior engineering professionals from Tesla, Schneider Electric and several other well-regarded industrial organisations. Those conversations have covered different industries, products and technical disciplines, but the same leadership qualities come up time and again. The professionals we’re currently representing give a good indication of the calibre and range of talent within our specialist network. They include:

• A Chief Engineer and Engineering Executive with more than 20 years’ experience across medical technology, advanced manufacturing, renewable energy and industrial technology.
• An Engineering Manager with more than 18 years’ experience across advanced manufacturing, battery technology, consumer electronics and automotive.
• An Engineering Manager and Product Development Leader with extensive experience in industrial automation, power management and automotive electronics.
• A commercially focused Electrical and Electronics Engineering Manager from the mining, energy, defence and industrial technology sectors.
• Their technical backgrounds vary, but they share a similar approach to leadership.

They know how to build a capable team. They set clear expectations, develop their people and give them room to take ownership. They don’t make themselves the point through which every decision must pass. They also have the technical credibility to ask the right questions and challenge an approach when required. That doesn’t mean being the leading specialist in every discipline. It means understanding the work, respecting the expertise around them and exercising sound judgement.

Commercial awareness is equally important. Experienced engineering leaders consider cost, timing, quality, risk, manufacturability and customer requirements, not just the technical solution. Many have also led products from early development through to commercialisation and production. They understand that a good concept is only the beginning. Delivery depends on aligning people, managing risk and maintaining momentum when the inevitable challenges arise.

Perhaps most importantly, they build capability that lasts. They put the right people, processes and systems in place so the organisation can continue to perform and grow without relying too heavily on any one individual.

There is strong demand for engineering leaders who can bring together technical judgement, commercial understanding and people leadership.

If you’re building your engineering leadership team and would like a realistic view of the talent currently in the market, contact TESS Search Partners for a confidential discussion.