Brian Beckett
Head of Engineering @Holland & Barrett
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WORK HISTORY
Head of Engineering @Holland & Barrett
Leading Engineering Managers, Senior Engineering Managers, and Principal Engineers across aninternational organisation of 80 developers & QAs in 11 teams. Owner of CAPEX+OPEX payrollbudget, responsible for forecasting & managing spend and optimising team ROI.Driving engineering process improvements to better set & manage expectations, increasedelivery cadency, and drive improvements in software quality. Mentoring and teachinginexperienced engineering managers to build agility in their teams, report progress, manageperformance issues, calibrate performance ratings, and engage with HR business partners.Breaking organisational siloes to build a shared culture across teams to improvecommunications, boost engagement & purpose, and increase speed of cross-team delivery.Joined the leadership team of a delayed and troubled project to replace a 30 year old IBMAS/400 system (the third attempt in eight years) with a new suite of applications and event-drivenmicroservices. Drove vast improvements in cross-functional working across technology(engineering, QA, PM, TPM) and business functions, built strong, transparent partnerships withstakeholders and executive leadership (CTO, CPO, VP Product), led engineering to refine scope,commit & deliver, and successfully completed the project without further delays.
EDUCATION
Royal Holloway, University of London
BSc, Computer Science
King Edward VII High School
A levels, As Levels, GCSEs, A levels: Maths, Physics, Chemistry, AS Levels: Futher Maths, ICT
SKILLS
ABOUT BRIAN BECKETT
I am a product-focused software engineering director with a decade of leadership experience. Combining a robust technical background with strong, natural empathy, I possess a proven track record in building and empowering high-performing teams. My passion for applied agile methodologies and other best practices ensures the consistent delivery of top-tier products.Recent achievements:Organisation Design: Designed and led a major reorganisation of four engineering departments into a unified org, resulting in greatly improved engagement, productivity, and culture.Product repositioning: Led a team through sunsetting and rebuilding their commercially unsuccessful product into a new platform now generating $600k ARR and growing 60% YoY.Post-M&A Culture & Engagement: Joined post-acquisition company after 25% attrition, rebuilt engineering culture, delivering new products and achieving high staff engagement scores.
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