Martin Hinshelwood is an engineering leadership consultant, author, and educator focused on operating models, decision rights, and the systemic conditions that enable or degrade engineering excellence. He works with senior technology leaders to diagnose why delivery, quality, and resilience fail to persist even in organizations that have adopted modern engineering practices.
His work centers on treating engineering excellence as a leadership-owned system rather than a team capability or a one-time transformation outcome. He specializes in operating-model design, problem identification systems, context curation, decision testability, and organizational hygiene, helping leaders understand how structure, governance, and measurement shape delivery behavior.
Martin has worked with global enterprises across technology, finance, energy, and regulated industries, supporting product-centric transitions, DevOps enablement, and large-scale Azure DevOps migrations. He is also the creator of widely used open-source tools for engineering system migration and governance.
He teaches and mentors senior practitioners through professional programs in Scrum, product leadership, and systems-level change, and regularly publishes on engineering leadership, socio-technical systems, and organizational design.
Engineering as a Leadership System reflects his central thesis: when engineering outcomes degrade, the cause is almost always structural, and accountability sits with leadership design, not teams.
