Recognised by colleagues as the natural leader of the team, Michael transitioned from being technical lead to group lead. He conducted appraisals, recruited new staff, led team meetings, coached and mentored staff, and managed issues with non-performance.
Michael directed the team towards searching for the issues that would have biggest impact on system
He shared the value of testing roles, so that the team was respected across the engineering department, and testers were proud of their role.
He recognised and encouraged talent
He acted on areas of conflict and non-performance within the team.