(651) 555-0187 ◇ Saint Paul, MN
soren.halvarsson@example.com ◇ linkedin.com/in/soren-halvarsson ◇ sorenhalvarsson.com
Engineering Manager with 10+ years in software, the last 5 leading teams of 8 to 14 engineers. Raised on-time delivery from 58% to 91%, cut voluntary attrition from 24% to 6%, and promoted 7 engineers into senior and staff roles. Hires carefully, gives direct feedback, and defends the team's focus rather than passing every request straight through to them.
Coursework in Distributed Systems, Algorithms, Databases, and Software Architecture.
Six-month program covering performance management, org design, and technical strategy for managers.
- Lead a team of 14 engineers across 2 squads owning a billing platform that processes $180M in annual transaction volume.
- Raised on-time delivery from 58% to 91% across 3 years by breaking quarterly commitments into 2-week increments with explicit dependency owners.
- Cut voluntary attrition from 24% to 6% by rebuilding the career ladder, running consistent one-on-ones, and promoting 7 engineers to senior or staff.
- Led a team of 6 while contributing code, shipping 3 major product areas across 2 and a half years.
- Reduced production incidents from 18 to 4 per quarter by introducing error budgets and a blameless postmortem practice.
- Hired 5 engineers and cut time-to-first-production-commit for new starters from 4 weeks to 8 days.
- Built backend services in Python and Go for a data platform serving 400 enterprise customers.
- Cut a nightly batch job's runtime from 6 hours to 40 minutes by restructuring queries and parallelizing 4 stages.
- Mentored 3 junior engineers through their first year, all of whom reached mid-level within 18 months.
Delivery Predictability Program. Replaced quarterly commitments made on optimism with 2-week increments carrying named dependency owners and a written risk call. On-time delivery moved from 58% to 91%, and the team stopped renegotiating dates mid-quarter.
Career Ladder Rebuild. Wrote explicit expectations for each engineering level with worked examples, then calibrated the whole team against it. Attrition fell from 24% to 6% and 7 engineers were promoted on evidence rather than tenure.
Incident Practice Overhaul. Introduced error budgets, blameless postmortems, and a rule that repeat incidents block feature work until addressed. Production incidents fell from 18 to 4 per quarter and on-call pages dropped by roughly two thirds.
- Mentor 4 first-time engineering managers a year through an external leadership community, meeting monthly with each.
- Speak at regional engineering leadership meetups 2 or 3 times a year, most recently on hiring loop design.
- Volunteer technical advisor to a Twin Cities nonprofit, reviewing infrastructure decisions twice a year.
- Lead 14 engineers across 2 squads, including 2 tech leads who own their own technical direction.
- Redesigned the engineering hiring loop around a paid work sample, cutting time-to-hire from 9 weeks to 5 with better offer acceptance.
- Chair the engineering standards group of 6 leads, which sets code review, testing, and on-call expectations across the department.

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