Sharing your building bricks to build a stronger team

By Simon Finch, Senior Engineering Manager at Macquarie Bank

In the ever-evolving field of information technology, my role of an Engineering Manager (EM) at Macquarie often transcends a traditional job description. While technical knowledge is essential in our key technologies like Java, MongoDB, GCP, Docker and more, the heart of this position lies in leadership, vision, and empowerment. To me, a great EM doesn’t just manage people — they foster collaboration, mentor growth, and build an environment where innovation thrives. To borrow a metaphor, the role is about “sharing your building bricks” to help your team build something greater than any individual could achieve alone.

Understanding the role of an EM at Macquarie

At its core, my role of an EM bridges the gap between technical teams and organisational goals. I ensure the team delivers high-quality solutions while navigating challenges like tight deadlines and rapidly changing priorities. However, my responsibilities go far beyond project oversight:

1. Team development As an EM, I cultivate talent by coaching, mentoring, and enabling team members to grow both technically and professionally. This involves understanding each person’s strengths, providing opportunities for skill development, and fostering a culture of learning. Identifying and nurturing successors is a key part of team development too. By recognising team members with leadership potential and mentoring them for greater responsibilities, managers create a pipeline for talent that ensures continuity and resilience. This process isn’t just about preparing for future leadership transition — it’s also about empowering individuals to realise their full potential.

2. Technical leadership While I may not be writing code daily, as an EM I guide architectural decisions, prioritise technical debt, and ensure the team follows best practices. I act as a trusted advisor, ready to step in with strategic input when needed.

3. Collaboration and communication My role requires constant communication with stakeholders, from executives to developers. An effective EM ensures everyone is aligned on goals and expectations, acting as a translator between technical and non-technical perspectives.

4. Empowering autonomy Great managers trust their teams to solve problems independently. I set clear objectives, provide necessary resources, and allow the team to experiment and innovate.

5. Organisational fitness A high-performing team is not just a collection of individuals but a well-balanced unit aligned with organisational needs. Ensuring a mix of senior and junior talent, balancing experience with fresh perspectives, and managing costs effectively is essential to sustaining team productivity and scalability. I actively monitor these metrics to identify gaps, avoid over-reliance on any single individual, and create opportunities for long-term growth while maintaining cost efficiency.

Sharing your building bricks

This phrase speaks to one of the most crucial aspects of an EM’s role: enabling others to take ownership. In software development, as managers we often have a deep technical background, and it can be tempting to hold onto responsibilities or decisions that were once a personal domain. However, growth — for both individuals and the team — requires sharing those responsibilities.

• Delegating responsibilities Sharing your building bricks means trusting your team members with challenges. Whether it’s leading a technical discussion, making architectural decisions, or presenting updates to stakeholders, this delegation fosters confidence and develops leadership skills in others.

• Encouraging creativity Sharing your building bricks isn’t just about passing off tasks, it’s about giving your team the freedom to innovate. Provide them the tools and context they need, then step back and let them create.

• Building together When everyone on the team has a piece of the building bricks set, the result is a structure built collaboratively. The EM’s role is to ensure all pieces fit together seamlessly, guiding the overarching vision while respecting individual contributions.

Why sharing your building bricks matters

By empowering others, the EM cultivates a sense of ownership and accountability within their teams. This approach not only boosts morale and engagement but also prepares team members to take on greater responsibilities. When everyone has a stake in the success of a project, the outcomes are stronger, the team is more resilient, and the organisation benefits from a culture of shared leadership.

In a world where technology evolves faster than ever, adaptability and teamwork are key to success. Sharing your building bricks might feel uncomfortable at first, but it’s an essential part of building a sustainable, innovative, and high-performing team.

Conclusion

As an EM at Macquarie, my role isn’t just about managing projects or solving technical problems, it’s about building people, creating opportunities, and fostering a safe environment where everyone can share and thrive. At Macquarie, the EM plays a pivotal role in not only strengthening the team but also creating a legacy of growth, collaboration, and innovation that endures.

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