Solution Train Engineer · Author
I lead scaled engineering programmes in safety-critical systems.
Engineering leadership in imperfect organisations, and the writing that came out of it.
Engineering leadership in imperfect organisations, and the writing that came out of it.
Every organisation runs two systems at once: the one it writes down, and the one it actually operates. The widening gap between them is the Drift, and reading it is the manager's job.
Career, scope, principles, credentials and references.
About ↗ WSpeaking, consulting and coaching for engineering leaders and teams.
Work with me ↗ BEssays and the forthcoming Leading Agile When No One Agrees.
Writing ↗A snapshot of the EPS programme in April 2026.
Six principles, drawn from the forthcoming book. These stay constant across roles and organisations.
The gap between what an organisation says it does and what it does is the system to manage, not the system to deny.
When work routes around the official process, the process has stopped meeting the need.
When honest information costs more than a clean status, reporting becomes a presentation skill.
A number that only ever speeds up under pressure is measuring compliance, not progress.
Seeing more of the work does not mean steering it; a dashboard can describe a system it never changes.
A team that only works when you are in the room is a dependency you built, not a capability you grew.
Every organisation runs two systems at the same time: the Stated and the Lived. The distance between them is what leadership has to read, rather than deny.
Two written references and a record of public work: credentials backed by evidence rather than assertion.
"Mr Hauslaib's performance consistently and in every respect earns our highest recognition. His personal conduct toward superiors and colleagues is exemplary at all times."
"He transformed the outlook of his service group from one in which an ad-hoc approach prevailed to that of a professional outfit suitable for the servicing of a broad department with a high demand."
Currently focused on the EPS programme and finalising Leading Agile When No One Agrees (Summer 2026). Open to advisory conversations with engineering leaders mid-transformation, and to discussing speaking or senior leadership opportunities where the brief is well-defined.
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