👋 You’re a brilliant engineer.
You’ve mastered the code, earned respect, and now you’ve been promoted.

Suddenly, the job isn’t about solving technical problems.
It’s about leading humans.

That’s where many engineers struggle.

Meetings go quiet.
Decisions bottleneck.
Delegation feels awkward.
Imposter syndrome creeps in.

What made you successful - technical mastery - suddenly isn’t enough.

If you’re a CEO or CTO, you’ve seen this story play out:
Your rockstar IC gets promoted... and flounders.
You risk losing both a great engineer and your leadership pipeline.

👉 That’s why I created coded2lead — coaching for engineers making the IC → leader leap.

With 20+ years scaling teams and shipping software, I’ve lived both sides.

Today I help engineers:

•  Build trust
•  Read the room
•  Run meetings people actually speak in
•  Stop accidentally becoming bottlenecks

In other words:
I help engineers become trusted leaders.

✨ My approach blends systems thinking with emotional intelligence.
Leadership isn’t just what you say — it’s what you train every day.

If you or your engineers are navigating this transition, let’s talk.

📅 Book a coaching intro call: coded2lead.com

Robert Harris

Most hiring failures don’t look like failures.
They look like drag.

The hire made sense on paper.
But decisions slow. Coordination increases.
Work feels heavier than it should.

That’s not a performance issue.
It’s a delivery-risk signal that showed up late.

I run Nonstop Talent for leaders who want to catch that earlier.

I headhunt people who reduce uncertainty fast.
Not “high potential.” Not “good culture fit.”
People whose impact is felt before it needs explaining.

After years inside NZ tech teams, the pattern is consistent:
the strongest hires don’t add activity; they remove friction.
They create clarity, not dependency.
They make teams calmer, not busier.

Most hiring processes are not built to see this.
They optimise for CVs, keywords, and optimism.

I don’t run job ads.
I don’t shortlist maybes.
And I don’t sell comfort.

I work with leaders who care about delivery, trust, and reputation and understand that the real cost of a bad hire shows up later.

Most people reach out after the damage.
A few reach out when something just feels off.

Built for NZ tech teams.
Exclusive roles only.
Outcomes over resumes.

If this resonates, you already know why.
Most of my work happens before leaders are sure they even have a hiring problem.

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The Battle

Robert Harris

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