A product-led technology company in scientific communication and research enablement was scaling its portfolio and needed a senior engineering leader to hold technical governance across several platforms.
Multiple product platforms were under development and the engineering team was growing. Leadership wanted architectural direction, better engineering efficiency, and technology strategy aligned to business growth.
An industrial automation and heavy engineering organisation was expanding its automation capability and needed a divisional manager to lead complex, robotics-led programmes.
A private bank needed to strengthen its security operations centre against a rising volume of sophisticated financial threats, with real-time threat detection and incident response.
A polymer textile manufacturer moving into the artificial leather market needed technical expertise beyond its own bench, covering equipment, formulation and plant setup.
A market infrastructure institution needed one person to own IT governance, risk and compliance. Here's how we hit the mark.
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Marquee assessed three things on this mandate: engineering scale, architecture governance and product-driven technology leadership. The search ran across product-led technology organisations for depth in engineering leadership, cloud infrastructure and scalable architecture. Evaluation covered technical leadership capability alongside stakeholder alignment, since the seat carries architectural authority and delivery accountability together. Marquee managed assessment and offer negotiation end to end.
Five senior engineering leaders reached the shortlist. Each had managed large engineering teams and modernised product platforms. Across mandates run to date, four in five Marquee shortlists end in a hire and nine in ten offers taken to candidates are accepted. Profiles arrive in a single format carrying notice period and current compensation alongside the assessment, so a hiring team compares like against like from the first sitting.
The placed head of engineering leads a cross-functional organisation of more than 40 people. That covers developers, QA engineers, infrastructure specialists and product managers across several product platforms. The span was set during the brief, so candidates were assessed against the organisation they would actually hold rather than against a title. Marquee searched for leaders with a record of running teams at that scale.
Architecture review, release management and delivery accountability became standing practice. The leader introduced AI-enabled development and testing to modernise workflows, and strengthened collaboration between engineering, product and business leadership. Delivery efficiency improved through those workflows and governance frameworks, and the technical debt backlog reduced through structured modernisation. Each of those is a gain the engagement recorded against the brief Marquee and the client set at the outset.
Yes. Marquee runs permanent and fractional mandates through the same evaluation. What changes is how long the person stays and where the contract sits. This client chose permanent because the seat carries open-ended architectural authority across several platforms. A fractional route suits a defined body of work, such as a platform migration or a governance programme, where the engagement has an agreed end. Both routes carry a three-month replacement term.