Derik Hammer

Engineering Leadership with a Product Soul

Most engineering leaders talk about "velocity." I talk about value.

I have spent my career at the intersection of complex systems and business growth. If your engineering team feels like a "black box" where features go in and nothing comes out, or if there is a wall of distrust between your Product and Engineering departments, I'm the person who tears that wall down. I build engineering cultures obsessed with the "Why" behind every line of code.

The "Bilingual" Advantage

Three years ago, I took action on a piece of advice that I received from a former Subway (Franchise World Headquarters) CIO that changed my career trajectory. He told me that truly elite engineering leaders don't just manage technical debt; they speak the native language of the business.

I took that advice literally.

I expanded my scope. Over the past three years, I've owned technical roadmaps and led architectural rollouts across three product domains, sitting in the meetings where revenue targets are set, translating business trade-offs into engineering decisions, and staying accountable for the systems underneath. This wasn't a step away from engineering. It was engineering leadership exercised from inside the business.

Today, I lead as a "bilingual" engineering leader. I bridge the gap between technical execution and business strategy in a way traditional candidates cannot. I don't just deliver projects. I deliver business outcomes.

The Turnaround Artist

I specialize in fixing broken processes. I've stepped into organizations where the relationship between Product and Engineering was non-existent. By implementing high-transparency workflows and refocusing the team on customer impact, I turn frustrated developers into product-minded engineers.

I believe that when an engineer understands the business impact of their feature, they build better software. It's that simple.

• Process over Chaos: I replace "agile-ish" confusion with repeatable, predictable delivery cycles.
• Trust over Friction: I repair the bridge between the executive suite and the dev team.
• Impact over Activity: I ensure every sprint moves the needle on your North Star metric.

Hiring an Engineering Manager?

I'm looking for my next Engineering Manager role in data infrastructure, SaaS product engineering, AI and platform engineering, or software engineering. If your team needs a leader who can hire and grow engineers, get delivery predictable, and connect the roadmap to revenue, I'd like to hear about the role.

In an interview or intro call, I'm glad to walk through the frameworks I've used to rebuild trust and output on the teams I've led:

• The Product-Engineering Alignment Audit: A 10-point diagnostic I use to identify why high-output teams start to drift or lose focus.
• First 90 Days: The Engineering Turnaround Playbook: My step-by-step manual for stepping into a "broken" culture and rebuilding it into a business-centric powerhouse.