Richard
Brammer

Created a new department by merging teams and making a deliberate architectural decision — outsourcing UI Platform and establishing a clean domain boundary. Title formalised early 2026 as a consequence of the strategic work.

• ◆ Merged existing teams and outsourced the UI Platform, drawing a clean line between front-end engineering + API platform (in-house) and UX design (outsourced)
• ◆ Defined the SIS productization strategy — SIE's internal equivalent of AWS — securing VP and Senior Director-level alignment on a product operating model
• ◆ Led the SIS API Platform mandate: evolved a cross-functional enablement team into a fully staffed, dedicated platform team
• ◆ Drove host and network product architecture alignment across multiple teams via shared Kubernetes CRDs
• ◆ Shaped org design, hiring strategy, and team scaling across the department at director scope

Given a new department to build — defined its strategy, scope, and two-pillar operating model within a ~250-person engineering organisation

• ◆ Created the department strategy from scratch: UX alignment (design system) and API alignment (federated API) as two parallel pillars
• ◆ Grew Titan adoption from near zero to hundreds of weekly active sessions — establishing it as an owned internal product platform
• ◆ Drove integration of Partner and Web Tools into the SIE-wide design system
• ◆ Evolved the Federated API layer from GraphQL/UI to Kubernetes CRDs across Infrastructure, Network, and Cloud
• ◆ Owned cost centre, budgeting, and headcount justification at director scope

Inherited the Cloud Front End Engineering team supporting PlayStation Now cloud gaming operations

• ◆ Transformed a team building siloed internal tools with low adoption into one operating on product platform principles
• ◆ Shifted the team from output-focused delivery to measurable product thinking with adoption metrics
• ◆ Laid the foundation for Titan Platform — what would become the internal UI tooling platform
• ◆ Built the team capability and operating model that justified expanding the remit into a full department

Embedded at client organisations as a senior-to-staff-level engineer and consultant — supporting agile delivery, UX-driven development, and continuous improvement

• ◆ Mentored senior and junior engineers as well as scrum masters across client teams
• ◆ Supported agile and UX-driven development practices and continuous improvement processes
• ◆ Represented clients in meetings with their own customers on technology matters, including compliance and legal requirements
• ◆ Clients included Knauf, Vattenfall, and Siemens / Atos

Digital mobile publishing agency — apps, websites, and digital products. Co-founded, built, and sold profitably to a successor.

• ◆ Co-founded the agency; brought in a co-CEO for the final four years to scale leadership
• ◆ Ran all business functions in the early years: sales, finance, hiring, delivery, and client management
• ◆ Projects built during this period form the core of this portfolio
• ◆ Clients included Audi, Rolling Stone, Auto Bild, Knauf, and others
• ◆ Sold the agency profitably to a successor

Industrial & software engineering as a service — regional branch, full profit-center ownership

• ◆ Turned around a financially struggling location to break-even
• ◆ Structured one unorganised site into 4 functional departments
• ◆ Grew headcount to ~40 staff across engineering, project management, customer success & operations
• ◆ Developed 2 individual contributors into people managers
• ◆ Aligned local operations to HQ standards while building local customer relationships